How to build a dashboard for project, portfolio and program monitoring? What are succes factors for correct metrics? How to build metrics? How to use the project model canvas? All explained in this presentation.

1. Project control
Are you in control of your projects?
Customer presentation January 2014

2. Did you know….
63% of projects have scheduled delays
49% of projects exceed budget or do not
meet business objectives
45% of projects face cost overruns
23% of all projects FAIL

3. Too much data
Measures aren’t useful
Too much time to collect and report data
Data quality is poor
No baseline
No time to analyze data
Reports aren’t used for decisions or action
Metrics don’t document the PMO’s accomplishments
Executives don’t pay attention

4. Challenges creating metrics
Lack%
training%/%buy%
in%
No%support%
top%
management%
or%
paricipa5on%
No%defined%
approach%to%
measure%ROI%
Lack%
resources%to%
perform%
func5on%
No%formal%
approach%to%
establish%
metrics%and%
measures%
Lack%organisa5onal%buy%
in%towards%a%single%
methodology%and%
standardisa5on%of%data%
elements%
No%5meline%for%
refining%and%repor5ng%
metrics%in%line%with%
implementa5on%
ac5vi5es%
Lack%data%for%
reviewing%
metrics%pre?%
and%post?live%
repor5ng%
No%data%
valida5on%for%
accuracy%
Lack%con5nuous%
reinforcement,%
correla5ons%of%
metrics%to%project%
outcomes%

5. Key succes factors
creating metrics
Consistent(
reinforcement(of(
the(terminology(
and(metric(
defini4on(
Support(and(
ownership(from(
the(business(
Gain(agreement(on(
key(metrics(for(
project(&(program(
Metrics(and(
measures(clear(
an(concise(
Dashboard(and(
summary(reports(
developed(pre>(&(
post>(implementa4on(
Develop(metric(
program(early(
Governance(
process(defined(
for(metric(
management(
Define(metrics(at(the(
beginning(of(the(
project(
Gain(agreement(on(
repor4ng(and(
ongoing(monitoring(
Clear(charter,(scope,(roles(
&(responsibili4es(and(
direc4on(vital(to(measure(
project(success(

6. Pitfalls
Missing significant variances or unfavorable trends
Infrequently monitoring status and/or all aspects of the project
No follow up on monitoring effects of corrective actions applied
Mixing cause and effect when explaining variances
Too little interim milestones or measurement points to objectively monitor status
No indication when to apply backup plans
Missing the potential impacts of corrective actions
…what to do about them?

7. Focus metrics and measures
Schedule(
Quality(
Changemanagement(
Risk(
Resources(
Scope(
Status(
Cost/Budget(
Contracts(
Stakeholder(involvement(

8. What
Track progress
Take corrective action
Detect variance from plan
How
Periodic project status meetings & progress reports
Formal project milestones review
Compare actual vs. planned start date for each project
task
Earned value management

9. The project model canvas:
1 overview for all projects
1 reporting template
1 approach for “n” project
methodologies
Simplified project control.
Create transparency in program and project
portfolios.

10. The project model canvas:
Key Partners
Key Activities
Key Resources
Goals
Expectations
Customers
Deliverables
Business Case
Every project start with the basics
(information from the PID and other
documents from your project methodology)

11. Starting from the goal, all project elements are
determined….
…the business case is the foundation.
Key Partners
Key Activities
Key Resources
Business Case
Goals
Expectations
Deliverables
Customers

12. The canvas does not stand on its own. Hypotheses and
tests are an integral part.
The project model canvas with
the key information.
The hypotheses and
assumptions made at the start of
the project.
Tests to support the hypotheses
and assumptions and record
any agreements.

13. Can we measure control?
Are you in control?
How does a dashboard look like based
on the Canvas!?
When are you in control?
What does control mean?
Wow...

14. Project Alkar 2020 - onderdeel Global reach programma
Behaald
Resource gebruik
50
Door de extra effort zijn wij meer on-track geraakt met het behalen van
de doelstellingen. Het gebruik van de resources blijft achter op het
geplande. Reden hiervan is onvoldoende voortgang waardoor
resources voor de volgende fase nog niet kunnen worden ingezet.
75
!
Business case
0
10
Behaalde doelen:
• Oplevering analyse
• Bepalen road map
• Blauwdruk nieuwe organisatie en processen in draft gereed.
Key metrics
Deliverables
25
Goals
Volgende stappen
25
50
75
100
Voor de komende periode wordt met name gekeken naar het opstarten
van de volgende fase.
De doelstellingen zullen goed behaald kunnen worden met de huidige
voortgang.
Fit met de klant dient herzien te worden.
Key Partners
Met welke partners
wordt gewerkt om het
tot een succes te
maken?
Uitdagingen
Belangrijkste die binnen komende rapportage periode aangepakt
moeten worden:
• Fit met klant herzien.
• expectations dienen herzien en managen.
!
Voor de langere termijn:
• Is er voldoende aansluiting tussen de klant en interne
doelstellingen?
• Blijft traject on-track ondanks het later ingaan van de volgende
fase, Denk hierbij aan geclaimde bemensing voor het project.
Key Activities
Activiteitne voorde
komende periode:
• Actie 1
• Actie 2 ook
doen
Key Resources
Het gaat hier om
mensen, dingen,
zaken, geld, budget,
etc.
Goals
Hier komen de
mentrics en ander
doelstelling van het
project te staan.
Afhankelijk van
gebruik en behoefte,
invulling etc.
Expectations
Wat wort verwacht en
voldoet het project
hier nog wel aan?
Deliverables
Opsomming van op te
leveren elementen:
• tool
• document
• systeem
Business Case
Beelangrijkste stuur data uit de business case die
relevant is om te rapporteren.
Customers
Voor wie worden de
zaken uitgevoerd? Zijn
daar veranderingen of
is customer
management
belangrijk om nu uit te
voeren? Zijn wensen
en eisen veranderd?

15. …and how do we creat the dashboard:
Make basic canvas* for program/portfolio…
then make a canvas per project.
Determine per canvas the metrics on which you
want to steer (this is a natural progression from
a good canvas).
Compose 1 visual per project (see example).
* Mark that a canvas consist of 3 overviews; the goals, the hypothesis, and the
performed tests.