Next Gen Project Mgmt (Excellence By Kpi Approach)


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Next Gen Project Mgmt (Excellence By Kpi Approach)

  1. 1. Next Generation IT Project Management <br />Excellence by KPI Approach<br />presented by-<br />Sarabjeet Arora, PMP, MBA<br />
  2. 2. Table of Contents <br />
  3. 3. Challenges of Today’s Project Management<br /><ul><li>Only less than 50% of IT projects are successful.
  4. 4. Successful Project Management demands much more than managing only the triple constraint.
  5. 5. Proactive risk management is expected than traditional reactive issue resolutions.
  6. 6. Project outcome and performance must be defined, measured and achieved.
  7. 7. Same understanding of project requirements and objectives is crucial considering multiple stakeholders.
  8. 8. Requirement satisfaction and communication across stakeholders is much more challenging.
  9. 9. Competition and global business scenarios fueling the comparison of project management performance.
  10. 10. Project outcome must be achieved despite changes in project environment (technology, team, processes).
  11. 11. Various technologies have different implementation methodologies and are different stage of its maturity life cycle.
  12. 12. Technology needs vary as per various industries and their functional needs.</li></li></ul><li>What Has Changed Now Than Before?<br />
  13. 13. What Has Changed Now Than Before?<br />
  14. 14. Current needs of IT service industry<br /><ul><li>More professional project managers in IT services industry than before, to ensure alignment of project management to project objectives and business value for stakeholders.
  15. 15. Innovation and delivery excellence focusing on project value adds.
  16. 16. Measuring project performance with optimal mix of quantitative and quantitative framework.
  17. 17. Aligning and defining project activities to project outcomes and business benefits.
  18. 18. Seamless integrated project life cycle from project origination to project outcome
  19. 19. Comprehensive view of project management than merely triple constraints
  20. 20. Driving project team for SMART performance goals
  21. 21. Proactive risk management in complex project environment
  22. 22. Project team composition comprising technical and functional domain consultants as per project needs, business environment of clients</li></li></ul><li>Driving factors For Next Gen Project Management Practice<br />Project Learning Advantage<br />Project Analytics<br />Project Intelligence<br />Process driven & outcome focus<br />Efficiency driving business benefits & profitability<br />Performance <br />Management<br />Proactive Controlling<br />Innovation and Value Adds<br />Benchmarking<br />
  23. 23. The Solution …..Project KPI Model<br />Performance driven Project KPIs<br /><ul><li>Measurable
  24. 24. Motivating
  25. 25. Single Definition
  26. 26. Enable performance benchmarking
  27. 27. True performance assessment
  28. 28. Result oriented</li></ul>What cannot be measured, that cannot be managed, improved and differentiated.<br />
  29. 29. Project KPI Operational Model<br />Margin contribution in long run<br />Performance Goals & Business Outcomes<br />Higher efficiency will lead to cost saving by SMART project delivery <br />Benchmarking & Gap Assessment<br />Performance Results<br />Proactive & Reactive Controlling<br />KPI Measurement<br />Project Performance Analytics<br />Project Intelligence<br />ProjectEnvironment<br />Team<br />Process<br />PMIS<br />Project Learning<br />
  30. 30. IT Project Management KPI Framework<br /><ul><li>Guiding Project Management framework is available from Project Management Institute (PMI) .
  31. 31. There is a need to align PMI or Prince-2 framework to specifics of IT projects/services.
  32. 32. Holistic performance KPI model must focus on project operations as well strategic objectives.
  33. 33. It must be well defined and communicated to stakeholders.
  34. 34. Performance Management goals for these KPIs should be driven by project team.
  35. 35. KPIs must be SMART (specific, measurable, attainable, relevant, time Bound).
  36. 36. KPI performance targets may vary as per project management maturity of customer organizations and delivery team.
  37. 37. KPI targets may be aligned to as per technology maturity, functional/ business areas, team composition.
  38. 38. KPIs framework must be a optimal mix of qualitative and quantitative performance measures.</li></li></ul><li>Pre-requisite:<br /><ul><li>Robust and real time Project Management Information System
  39. 39. Right Data at right time by right people in right manner
  40. 40. Team’s discipline and orientation
  41. 41. Implementing project management KPI in service organization is a complex project in itself.
  42. 42. Data management disciple and accuracy is back bone of this model.
  43. 43. This model is iterative improvement model.</li></ul>Core Assumptions:<br />Implementation Mechanism<br />
  44. 44. KPI Solution Aligned To PMI Framework<br />Establishing Modern Project Management Framework<br />Business Outcomes<br />KPI<br />KPI<br />KPI<br />KPI<br />KPI<br />KPI<br />KPI<br />KPI<br />KPI<br />PROGRAM MANGEMENET<br />Project Initiation<br />Project Planning<br />SCOPE MANAGEMENT<br />TIME MANAGEMENT<br />COST MANAGEMENT<br />QUALITY MANAGEMENT<br />HUMAN RESOURCES MANAGEMENT<br />RISK MANAGEMENT<br />COMMUNICATION MANAGEMENT<br />PROCURREMENT MANAGEMENT<br />INTEGRATION MANAGEMENT<br />Project Execution<br />Project Monitoring<br /> & Controlling<br />Project Closure<br />Governance<br />
  45. 45. Key performance indicator (KPI) is a measure of performance. Project performance measures are commonly used to help project organizations to define and evaluate project success, and aligning project delivery capability to its long-term strategic business goals.<br />KPI based Performance Management<br />Performance: Define, measure, achieve, improve, control<br />
  46. 46. Implementation Challenges<br /><ul><li>Organization must be matured in Project Management.
  47. 47. Consistency and process compliance is must for data accuracy and usefulness.
  48. 48. Understanding of Project Management framework (PMI) is pre-requisite.
  49. 49. The objective of KPI framework is for achieving project management excellence, but it must be smart and quality data management, rather than un-utilized or in-disciplined data management processes.
  50. 50. KPI model has been successful only in disciplined and matured organization.
  51. 51. This model needs to be practical, operational and beneficial to organization.
  52. 52. ROI can be realized by consistent measurement of performance year on year or project by project.</li></li></ul><li>So What Are These KPI<br />Some of the most known KPIs are:<br />SPI (Schedule Performance Index)<br />CPI (Cost Performance Index)<br />Response/Resolution SLA<br />Quality Audit Score <br />Etc….<br />But there is need of holistic Project Management KPIs across:<br />Project Process<br />Project Knowledge area<br />Performance vs Benchmark<br />Improvement Areas<br />
  53. 53. <ul><li>IT Project KPIs based on type and nature of IT projects
  54. 54. KPIs linked with Project Management framework(PMI)
  55. 55. Enabling Next Gen Project Management (Analytics, Intelligence, Performance Benchmarking, Proactive Controlling mechanism
  56. 56. Project intelligence leading to delivery efficiency and project cost reduction.
  57. 57. Creating project management as differentiator other than technical case studies, resource volume or delivery cost.</li></ul>KPI Solution Handbook….<br />IT Project Management by KPIs<br />Enabling Next Gen Project Management<br />Coming Soon…..<br />
  58. 58. Food for Thought <br />What cannot be measured, that cannot be managed, improved and differentiated.<br />Next Gen Project Management framework will differentiate the project managers in class vs. mass categories in up-coming years.<br />Performance Benchmarking is the business need in the competitive IT services industry.<br />
  59. 59. Thank You<br />