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Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
Project management evaluation kpi
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Project management evaluation kpi

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This document explains how we you can evaluate the performance of your project managers.

This document explains how we you can evaluate the performance of your project managers.

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  • 1.
  • 2. Your demand<br />©2010 DexterIT – Tous droits réservés<br />Would you have someone that can provide short term advise-guidance on PPM (Program and project management). <br />We are looking to benchmark and measure our project managers with key performance indicators other than the traditional on time, on budget, on scope that we should use to measure our performance and that of our teams. <br />Looking for measures-key success factors-key contribution areas we should consider (e.g. customer satisfaction).<br />
  • 3. Table of contents<br />©2010 DexterIT – Tous droits réservés<br /><ul><li>Project Management Key Performance Indicators
  • 4. Project Management Key Contribution Areas
  • 5. Appendix
  • 6. Other performance measures</li></li></ul><li>Table of contents<br />©2010 DexterIT – Tous droits réservés<br /><ul><li>Project Management Key Performance Indicators
  • 7. Project Management Key Contribution Areas
  • 8. Appendix
  • 9. Other performance measures</li></li></ul><li>Key Performance Indicators<br />©2010 DexterIT – Tous droits réservés<br />KPIs represent a set of measures focusing on those aspects of organizational performance that are the most critical for the current and future success of the organization.<br />7 characteristics for good KPIs<br />Non financial measures<br />Measured frequently<br />Acted on by the CEO and Senior Management Team<br />Clearly indicate what action is required by staff<br />Measures that tie responsibility down to a team or an individual<br />Have a significant impact<br />Encourage appropriate action<br />
  • 10. List of indicators in project management (1/2)<br />©2010 DexterIT – Tous droits réservés<br />“We can provide many indicators, but the data has to be available. An analysis has to be done to determine which ones are the best for your organization – some are correlated. “<br />
  • 11. List of indicators in project management (2/2)<br />©2010 DexterIT – Tous droits réservés<br />…<br />
  • 12. Table of contents<br />©2010 DexterIT – Tous droits réservés<br /><ul><li>Project Management Key Performance Indicators
  • 13. Project Management Key Contribution Areas
  • 14. Appendix
  • 15. Other performance measures</li></li></ul><li>Key Contribution Areas<br />©2010 DexterIT – Tous droits réservés<br />In order to ensure the success of a project, it is important for a manager to understand, manage and monitor the following aspects of the project and its delivery: <br /><ul><li>Ensure the value of the project for the business over time
  • 16. Quality plan
  • 17. Risk Management : Overall risk of project over time
  • 18. Leadership
  • 19. Communication
  • 20. Scope Management</li></li></ul><li>Key Contribution AreasValue of the project over time<br />©2010 DexterIT – Tous droits réservés<br />Each project has to stay connected with the business objectives. <br />If things change over time, the project managers needs to be able to identify the changes and act upon them. <br />Being able to measure this level of understanding will help you identify your best project and program managers. <br />
  • 21. Key Contribution AreasQuality Plan<br />©2010 DexterIT – Tous droits réservés<br />The Quality Plan defines the acceptance factors by the business/client.<br />The project manager should be able to create a Quality Plan upfront in the project and have its content approved by the sponsor. This quality should state the criterias that will guide the acceptance of the project’s main deliverable. <br />Stakeholders<br />Needs<br />Requirements<br />Deliverables<br />Metrics<br />Acceptance<br />
  • 22. Key Contribution AreasRisk Management : Overall risk of the project over time<br />©2010 DexterIT – Tous droits réservés<br />Risks should be identify in a timely manner throughout the project lifecycle. <br />In a program environment, instead of measuring all risks independently, you can measure overall risk factors and therefore compare each projects with eachothers. This will help the program management identify and focus on high risks projects.<br />
  • 23. Key Contribution AreasLeadership<br />©2010 DexterIT – Tous droits réservés<br />The leadership that the project manager brings to the team will contribute to the ability of the people to overcome some of the challenges that they will face over the course of the project lifecycle. <br />8 behaviours can be measured and compared between your project managers : <br />Express Authentic Appreciation<br />Address Shared Interest<br />Create with reality-based optimism<br />Live 100% Comitted to something<br />Keep All your agreements<br />Apppropriately include others<br />Avoid Blaming and complaining<br />Clarify Roles, accountability and authority<br />
  • 24. Key Contribution AreasCommunication<br />©2010 DexterIT – Tous droits réservés<br />Bad communication (too much, not enough, …) will affect the context with every stakeholder (sponsor, upper management, team, …).<br />Each project manager must target the right information, right quantity, right time, right medium, … Not more or less than that.<br />This is a major area where small improvements have a big effect.<br />
  • 25. Key Contribution AreasScope Management<br />©2010 DexterIT – Tous droits réservés<br />You need to avoid scope creep and gold platting. <br />Every change that affect the scope must be measured, because it will affect everything else. The project manager needs to be able to control and evaluate the relevance of the change request to the main deliverable of the project. <br />The number of scope changes can easily be used as a KPI and will help you evaluate the quality of the analyze, design and build phases. <br />
  • 26. About DexterIT<br />©2010 DexterIT – Tous droits réservés<br />
  • 27. Is a business consulting firm that offers project management and project controlling services<br />To IT directors and executives<br />Who faceChallenges meeting the business’ ever increasing demand and deliver projects on time, on budget and within scope<br />Compared to other consulting firms, our objective is not to staff dozen of developers or IT analysts. We are completely independent from all integrators and solution providers. Our only objective is the success of the projects we manage. <br />©2010 DexterIT – Tous droits réservés<br />
  • 28. You don’t have to chooseanymore!<br />514.303.0272<br />www.dexterit.ca<br />info@dexterit.ca<br />

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