Using Dashboards to Monitor Project Performance - Is there a Practical Approach?

  • 3,900 views
Uploaded on

Slide deck for Jane Betterton's Project Management Dashboards talk for the NMTC Women in Technology group, Thursday, January 25th, 2012.

Slide deck for Jane Betterton's Project Management Dashboards talk for the NMTC Women in Technology group, Thursday, January 25th, 2012.

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
3,900
On Slideshare
0
From Embeds
0
Number of Embeds
2

Actions

Shares
Downloads
146
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. 1/25/2012 Jane Betterton Betterton Technical Services Bettersw@swcp.com 505-292-4262 1 BusinessInputs: Results VisionMissionStrategy Market Outputs Tools & Techniques Source: PMI. Org OPM3 Standard Presentation © 2012 Project Management Institute, Inc. 2 1
  • 2. 1/25/2012 Business Inputs: Results Vision Mission Strategy Market Outputs Tools & Techniques Source: PMI. Org OPM3 Standard Presentation © 2012 Project Management Institute, Inc. 3 Scorecards ◦ Used to monitor strategic alignment and success with strategic objectives. (Balanced Scorecard is one of the better known techniques) Dashboards ◦ Used day to day at the tactical and operational level ◦ Just like your car dashboard, you need real-time information to drive your car to arrive at your destination (strategic objectives) Make sure Dashboards “connect” to your Scorecards ◦ Example: If a scorecard objective for your car is “increase miles per gallon by 10% in the next year” then your dashboard should have a real time view of this data so that performance towards that target is met. 4 2
  • 3. 1/25/2012Key Concept:Focusing the“Scope” of theDashboardIncreases theLikelihood of a Business Inputs:Successful Results VisionDashboard or MissionScorecard StrategyImplementation Market Focus Area : Project Performance Outputs Tools & Techniques 5  Helps project managers track multiple projects ◦ Driving multiple cars at one time  Communicates status of projects to organizations in a standardized view that supports ◦ Developing dashboards drive standardization  Provides a more objective view of project status and performance ◦ Dashboards drive an organization towards performance targets  Alerts decision makers to take action earlier  Serves as communication tool for project manager Key Concept: As you are building your Dashboard think how you will track benefits of using the Dashboard. Since Dashboards require a lot of work, keep benefits visible so support can continue 6 3
  • 4. 1/25/2012Risk Key Concept: Try to use existing data & processes first. Work/ Cost (Resources) Time Improving processes/data AND building a dashboard is usually too much for an organization to do at one time Performance (Scope + Quality) 7 Ideal Approach – Provides Roll Up Based on Time, Cost, Resources & Risks. Reference: ProjectManager.com This could be a roll up of multiple projects or an entire program/ portfolio 8 4
  • 5. 1/25/2012 Time Component Challenges• Requires standardizing milestones at an individual project level so that roll-ups of multiple projects are meaningful• Requires agreeing on business rules of when a tasks/ milestone is missed• Defining a baseline for dates before the project begins• Unless you are using off the shelf software a “drill” down” can be difficult 9 Work/ Cost Component Challenges• Organization must have an approach to identify cost (expenses, work time, labor time)• Cost data is often lagging and not available for weeks• Costing in and R&D, IT or internal project can be difficult to forecast 10 5
  • 6. 1/25/2012 Resources Component Challenges • Requires resources be allocated in advance • In order to have accurate data, resources have to do time tracking by project • It is difficult for a person to admit they are “under- allocated” • Many organizations do not have project time tracking with timely information 11Risk Component Challenges• Requires the organization develop a standard approach to logging risk with a rating system• Organization must value risk information as much as time-cost-work information• Project managers must be rewarded for logging risk – this is difficult culture shift for most organizations 12 6
  • 7. 1/25/2012 Electronic Electronic – Web Paper/ – Server Wall Type 13 Paper Based ◦ Advantage: Easy to get started and use to drive standardization ◦ Advantage: Great starting point before investing in electronic approach ◦ Disadvantage: Drill down and updates are difficult/ labor intensive Wall Based ◦ Advantage: Supports stand up meeting and quick updates ◦ Disadvantage: Not portable, difficult to use for reports 14 7
  • 8. 1/25/2012 Electronic – Local Server ◦ Advantage: Using Excel type approach may not require IT resources and it will be available for updating by multiple users ◦ Advantage: Drives standardization to the next level ◦ Disadvantage: Drill down is possible, but requires advanced skills in Excel and information is not available in the field Electronic – Web Based ◦ Advantage: Drill Downs and reports based on best practices are built in ◦ Disadvantage: Usually requires IT support & managing software & users is usually a full time job ◦ Disadvantage: Security and working with organization’s firewall 15 Know the questions your dashboard is trying to answer before building it Make sure you can actually collect the data you want to measure Begin by summarizing and analyzing data you already collect Dashboards should always have a printable version Your first dashboard should never use a dashboard tool – that should come later Source: www.ciodashboard.com 16 8
  • 9. 1/25/2012 Unless you are in a very large organization with IT Support – Start small ◦ Consider paper approach, standardization is sometime harder that you think ◦ Consider publishing a companion report with the dashboard to avoid putting too much on the dashboard ◦ Do not be afraid to “Cut & Paste’ information from other tools and reports Implementing a Dashboard to Monitor Project Performance is Complex ◦ Write a Project Plan before you start!!! 17 What has been your experience implementing dashboards? ◦ Have you had success or observed success with the electronic tools? If your company does not have dashboards to monitor performance, how do they do this? Is the work required to develop a dashboard worth it? 18 9
  • 10. 1/25/2012 19 Person, Ron. "9 - Developing Executive & Operational Dashboards." Balanced Scorecards & Operational Dashboards with Microsoft Excel. Indianapolis: Wiley, 2009. 107-12. Print. Curran, Chris. "10 CIO Dashboard Tips — CIO Dashboard." CIO Dashboard — IT Strategies for CIOs and IT Leaders. Ciodashboard.com, 25 June 2009. Web. 25 Jan. 2012. <http://www.ciodashboard.com/metrics-and- measurement/10-cio-dashboard-tips/>. 20 10
  • 11. 1/25/2012  BTS Principal, Jane Betterton - Since 1992 Jane has utilized best practices in project management to provide practical solutions in today’s dynamic and complex organizational structures. She has extensive strategic planning, project management, organizational and personnel development experience. With her academic and professional background in chemical engineering, R&D type manufacturing, pharmaceuticals and software development, Jane has specialized in working with complex technical environments. Jane is an expert in MS Project, and Microsoft Office applications and their use in communicating effectively in an organization.  Jane is actively working with PMI’s Organizational Project Management Maturity Model (OPM3) to objectively assess an organization’s level of maturity in planning, executing and closing their projects, managing their programs and leveraging their portfolio to reach their strategic goals. Jane is a PMI OPM3 Certified Professional. 21  Organizational Project Management Maturity Model – OPM3• Provides a way for organizations to measure themselves against best in class practices of managing Projects, Programs & Portfolios.• Shows the maturity of organizations in implementing OPM to achieve their organizational objectives.• Highlights needed areas of improvement for organizations to help them achieve better business results. Source: PMI. Org OPM3 Standard Presentation © 2012 Project Management Institute, Inc. 22 11
  • 12. 1/25/2012Reference: http://www.magnatag.com 23 12