Key performance indicator (KPI) is a measurable value that indicate how well an individual, department or organisation or an entity is achieving its important business objectives or goals. KPIs can be of different types, applicable to different goals such as strategic goals or operational goals

1. Project Management KPIs
Everything That You Need to Know & Start Using Project Management KPIs
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2. Project Management KPIs 101 - Definitive Guide
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Index
Basics of KPIs
What is KPI?
Significance of KPIs
Project Management KPIs Research
Why Defining Right KPIs Is So Important?
How to Identify and Define KPIs?
KPI vs KRA
Examples of General Business KPIs
Project Management KPIs in Practice
What Makes a KPIs Good For Project Management?
Challenges With Project Management KPIs
11 Steps to Introduce Project Management KPIs
How Managers Can Make Use of PM KPIs?
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3. Project Management KPIs?
Project Manager KPIs
Project Team KPIs
Project Portfolio KPIs
Tracking Project Management KPIs
Project KPI Dashboard, Reports
Project Management KPIs Template
Project Management KPIs Software
What is KPI?
Key performance indicator (KPI) is a measurable value that indicate how well an individual, department or organisation or an en
is achieving its important business objectives or goals. KPIs can be of different types, applicable to different goals such as strat
goals or operational goals. There are different KPIs for different industries and even they differ from one company to another
one department to another.
Significance of KPIs
Tracking key performance indicators (KPIs) is very important for a defined period of a project for a an individual, department
organisation. Tracking KPI numbers tells you whether you are making progress or not by how much. Without KPI you wouldn’t k
whether you are progressing towards your goals or not. Knowing KPIs numbers, you can correct the course and align your effort
meet the goal.
What Does Project Management Research Tell us?
44 percent of project managers do not use project management software; interestingly though top consulting firm PWC
has found out that using PM software increases performance [4].
High-performing organisations successfully complete 89% of their projects, while low performers complete only 36%
[5].
77% of companies use project management software, and 87% of high-performing companies use project management
software [6].
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Did you notice the key phrase in above statistics? It is the performing organisation (high performer, low performer). But how do
one decide whether your organisation is high performer or low performer? High performer in what?
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4. There are performance indicators which helps business owners, leaders understand how their business is performing. If you
business is driven by delivering projects, obviously how each project is performing will decide how organisation will perform. L
look at the what research says about key performance indicators in project management.
Research Findings About Project Management KPIs
The research[2] has conclusively found that Management of project management KPIs, especially the ones applicable to proje
managers are the most significant individual variable contributing towards the success of any project. It also means, if an
organisation has metrics to evaluate performance of project managers, it can significantly impact the project success.
The results from another research[3] suggest metrics linked to customer’s needs and requirements, have the strongest linka
with the overall success of projects. It further highlights significance of critical success factors (CSFs), and how the key
performance indicators (KPIs) are used to identify problem areas in surveyed projects.
It is the organisation’s project management maturity that enables greater success with implementation and use of project
management KPIs. There are three aspects project leadership should be aware of
1. Processes
2. People and
3. Tool
Why Getting KPIs Right, Is So Important?
Missing KPI or Incorrect KPIs == Suboptimal Result | Even Failure
Today the single biggest challenge a typical business faces is, there is too much of data floating around and management is
struggling to make sense of this data for sustainable business growth. ‘Getting the real value from all data reports, dashboard an
analytical output’ is still a guess work. That’s why there has to be correctly defined KPIs for management to be able to track tren
performance, results, etc. And defining right KPIs requires you to follow a well-guided process of designing and tracking key
performance indicators (KPIs).
Firstly, organisations struggle to gather data in a reliable, consistent manner; many are manually generating reports and
presentations. Generating reports is not really an impossible task, but data inconsistency, incorrect data input/aggregation po
challenges. For a moment, let’s assume that error-free data is collected; next challenge is to make sense of all of these data poi
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5. how to interpret data, related-data, how to put things in right perspective and thirdly, based on available, reported information
to make right decisions that will have meaningful impact or drive intended result.
We are trying to set a context for having right KPIs for business, department, team or individual. One need to design right KPIs
help decision makers
1. Know/understand if things are going right or wrong
2. Quantify – how much good or bad it is
3. Gives opportunity to understand how/why of project/portfolio status
4. Help project/portfolio managers take corrective actions in highlighted areas
Essentially, right KPIs gives management the quick and clear picture of how its business, department, teams or initiatives are do
and enable them to act on right aspects or pain areas.
How to Identify & Define KPIs?
There are certain thumb rule to identify and define KPIs. Let’s look at those.
1. KPI should be clearly linked to important goals which are crucial for the organisation/department
2. Tracking KPI should clearly answer whether strategic initiatives for individual/department/organisation is on right track or no
3. KPIs should be transparent to those individual, department; those should help them learn and improve
4. Selected KPI should be controllable – meaning, it should not have elements which are beyond control of individual or departmen
organisation; e.g. just to make the point – rainfall, economy growth rate, etc
5. KPI should be such that it should make people accountable for the result – which should be typically quantitative in nature
6. For each KPI, organisation should have target level or number so that the performance of an individual or department can be
tracked against it.
How to Design KPIs? (Guideline)
So there are goals and there are KPIs linked to specific goals. One should not confuse achieving KPIs vs meeting goals. Goals a
met as a result of achieving set of desired KPIs. If you are scoring high in KPIs but goals are nowhere near or if goals are fallin
apart then, you are getting your KPIs wrong. It calls for how to design KPIs, especially, right KPIs or in today’s language, we ca
them as SMART KPIs. It starts from having S.M.A.R.T. goals and boils down to defining S.M.A.R.T. KPIs.
Where S.M.A.R.T. is
S – Specific
M – Measurable
A – Achievable
R – Relevant
T – Time bound
Difference Between KPI vs KRA
KRA is Key Result Area. People get confused between KPI and KRA. Though KPI and KRAs can be linked but they are different.
know the difference let’s try to understand each one with examples and a table below.
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6. Stands
for?
Key Performance Indicator Key Result Area
Meaning?
KPI is a mechanism to define and track how
well/bad a given business unit (or whole) is
performing
KRA is aspect or area of the business that needs special focus t
attain certain business goals
Tracking Quantitative Qualitative
Usage
KPIs are important to tracks specific points or
range of success/failure towards defined
goals/objectives of a business
KRAs are important for the business/department to focus on
those aspects of business or functions which are strategically
important and needs more attention
Examples
Percentage of projects successfully delivered in a
given portfolio or % of sales lead converted using
LinkedIn advertisement
Online sales lead, offline sales channels, recruitment, customer
onboarding and after-sales engagement
KPI KRA
Examples of KPIs
Let’s look at KPI used in general business practices from marketing, sales, finance, human resources perspectives.
Marketing KPIs Sales KPIs
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7. 1. Monthly footfall/website visitor
2. Traffic from TV commercials, radio, print media
3. New Vs Returning customers
4. RoI on marketing spend
5. Brand awareness
6. Funnel conversion rate
1. Number of customers added
2. Revenue growth (year on year, QoQ, MoM)
3. Revenue per sales person
4. Conversion ration of qualified leads
5. Sales forecast
Finance KPIs
1. Profit margin growth
2. EBIDTA growth
3. Return on capital employed (ROCE)
4. Return on assets (ROA)
5. Return on equity (ROE)
6. Economic value add
Human Resources KPIs
1. New hire rate
2. Employee attrition ration/ churn rate
3. Employee satisfaction index
4. Human Capital Value Added (HCVA)
5. Average employee tenure
Now let’s find out how to use project management KPIs in practice.
Project Management KPIs in Practice
We know the basics of project management KPIs, its importance, examples, different types of KPIs applicable to different roles,
Having said all of these, it is all the more important to understand what does it take to implement and make use of project
management KPIs in practice – how to identify useful KPIs, implementing project management KPIs in an organisation, challen
in tracking KPIs, how managers use tracked KPI information to influence people/process, etc. Let’s look at these aspects.
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8. What Makes KPIs Good for Project Management?
SMART KPIs or Effective KPIs
Business owners and leaders define SMART (abbreviation for Specific, Measurable, Achievable, Relevant, Time Bound) goals a
SMART objectives for their businesses. SMART goals do not automatically translate into SMART KPIs. It is usually, project
management office (PMO) who needs to put in serious thoughts and hard work to define SMART KPIs to manage & deliver proj
better. I come across the debate whether organisation should have SMART KPIs or effective KPIs, in my opinion, they are not rea
different. If one defines KPIs to be Specific, Measurable, Achievable, and Relevant and time bound (which is what SMART practi
all about); it covers almost everything a project KPIs need to be effective. The only debatable point is ‘time-bound’. After all
project is a temporary endeavour so it has to have time-boundaries. Once KPIs are defined, communicated and tracked by manag
their effectiveness is also decided how stakeholders embrace it, how data is reported, collected, presented and how actions a
taken based on presented KPI information.
Let’s look at following steps to create the most effective project management KPIs
It all begins with the company leadership, what it wants the business to become, its vision, the goals to make vision reality, th
strategy to achieve goals
The highest level business strategy to boil down to business objectives, in turn plan to achieve those
The business goals, objectives not only aim to achieve financial results, they are also about customer satisfaction, operationa
excellence, employee happiness index, competitive position and so on.
Each one of these goals should translate into KPIs for all initiatives which organisation undertakes to achieve goals, usually i
is PMO works on defining consistent project KPIs across company
Typically one goal will have multiple project KPIs linked to it, to track and check the success
To decide level of success, for each KPI much have specific target for stakeholders to clearly know it
Good-to-great type of managers, not only create set of project management KPIs but they also prepare action plan for the te
illustrating how to achieve the target levels of KPIs
To make the process more effective, managers, stakeholders keep tracking KPIs regularly
If necessary, managers need to change (add/remove/update) the KPIs, target levels of some KPIs to suit the changing dynamics
the business
As you keep tracking KPIs, there should also be recognition, rewards for stakeholders when your business achieves its goals a
objectives. It makes the process inclusive and infuse the sense of achievement of greater goods.
Irrespective of your company size or type of industry, deciding right KPIs, target levels of those KPIs and effective coaching
tracking around KPIs help all involved stakeholders stay focused, stay on target to achieve business goals.
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Challenges With Project Management KPIsChallenges With Project Management KPIs
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9. There are certainly challenges associated with project management KPIs/ metrics. There are different ways to tackle these
challenges but let’s first understand these challenges and subsequently see how to overcome these difficulties.
If there are no KPIs already in use; organisation is staring at considerable change (training)
Existing KPIs are way too simple or set to unrealistically high level to achieve
No or lesser compliance for submitting status/progress information
Not all stakeholders are not well aware of project management processes
Project KPIs are defined but gathering project data is a big issue
Data collation & presentation is done separately/ not in real-time
As compliance improves, metrics/ KPI numbers may go down, panicking stakeholders
Frequent and inconsistent changes to project KPI definition, information collection cause uneasiness among stakeholders
When project KPIs are not linked to individual annual/quarterly review, involved stakeholders (team members, project manage
have tendency to ignore or exhibit lower compliance
Project managers may have tendency to hide or under-report/over-stretch project status/progress information to be superfic
compliant e.g. project manager fear that dependency on receiving information from client can cause delay which is beyond his/
control but will impact the KPI, so s/he will try NOT to set precise milestones or set baseline during planning phase
Then there are certain projects, uniquely positioned so much so that organisation’s project KPIs will not be applicable to them.
challenge is still to be able to track them for performance, success and assess the need for corrective actions.
11 Steps to Introduce Project Management KPIs
Step 1> Get management’s buy-in for implementing Project KPIs
Step 2> Select a team to decide, define Project KPIs (usually it is the PMO)
Step 3> Empower Champions of Project KPIs to nurture the culture (typically PMO volunteers)
Step 4> PMO to schedule & conduct Project KPI development workshop
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10. Step 5> Identify company-wide goals & associated critical success factors
Step 6> Design & define top level project portfolio KPIs drill down to project KPIs and then to staff KPIs based on critical succ
factors and present those in most possible natural, human language
Step 7> Set process, techniques to enter, track & measure project KPIs data effortlessly
Step 8> Develop reporting and dashboard framework to present/notify KPIs
Step 9> Set guideline to interpret project KPIs and potential action plans
Step 10> Celebrate staff/teams who achieve/exceeds desired KPIs level
Step 11> Improve, refine KPIs & process, techniques to better present KPIs
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How Managers Can Make Use of Tracked Project KPIs?How Managers Can Make Use of Tracked Project KPIs?
1. Project progress is lagging or below desired level of project KPIs (e.g. schedule is lagging by 20% than planned)
2. Project progress is at the desired level of project KPIs (e.g. project CPI is 1.10, which is just as what is expected)
3. Project progress is more/ahead of desired level of project KPIs (e.g. project resource utilisation is 95% which is higher than desire
KPI as 85%)
Once a manager has project KPI dashboard or report in front of him/her, there three possible scenarios:
As a manager, you can look at these numbers & following tactics
Finding out if underlying numbers of KPIs are reported right or If there is any miscommunication concerning tracking KPIs
(Now, this is where prudent manager’s skill come into play) If team members /leaders need support or clarification or
encouragement/pat on the back
If your KPIs are defined right, if you are collecting project information correctly, then tracking KPIs is a very useful and effect
in driving projects successfully. Why?
1. There will be mix bag of KPIs and business manager can understand trend or unfold risks early on
2. KPIs Numbers do not lie, makes difficult for stakeholders to hide behind these numbers
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11. 3. It helps managers better understand the difficulties faced by team
4. Managers can use apt managerial tactics (push?/encourage/inspire) to help them to do right things
5. If something is wrong with the project management processes, managers can correct the course of it (e.g. risk KPIs are not repo
consistently, it means project risk management process has certain lacuna: it could be lack of understanding or lack of enforce
process.
Essentially, prudent managers use reported project management KPIs information to influence people/process to drive
projects for greater success.
Project Management KPIs
Let’s look at KPI in project management context. The KPI in project management context can be look at as Key: Represents the important as
that if it is achieved, can deliver project successfully or otherwise. Performance: Represents the trend for set of figures or statistics of
important project aspects that can be measured, managed/controlled during the lifecycle of a project Indicator: Represents metric of curr
state or expected state of important aspect of project There are many KPIs for tracking project performance but those are typically club the
following categories
Schedule KPIs
Budget KPIs
Quality KPIs
Effectiveness KPIs (Combination of above three)
Let’s list down some of the KPIs applicable in each of these categories
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12. Project Schedule KPIs
Schedule Performance Index (SPI)
Schedule Variance (SV)
Planned Hours vs Actual Hours
Planned Duration Vs Actual Duration
Achieved Milestones vs Overdue Milestones
Overdue Tasks
Percentage of Schedule/Tasks Complete
Project Financial KPIs
Cost Variance (CV)
Profit Margin (%)
Cost Performance Index (CPI)
Planned Value of a Project (PV)
Actual Cost of a Project (AC)
Project Quality KPIs
Number of Incidents Reported
Number of Unresolved Incidents
Number of Customer Issues
Number of Unresolved Customer Issues
Project Effectiveness KPIs (combination of above three)
Earned Value of a Project(EV)
Resource Utilisation
Planned Hours vs Actual Hours of a Project
Planned Hours vs Billable Hours of a Project
Percentage of Used Budget of Allocated Budget
Project Management KPIs by Job Role
KPIs for Project Team Members
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13. 1. Number of Pending Tasks for Me
2. Number of Completed Tasks Assigned to Me
3. Number of Upcoming Tasks for Me
4. My Tasks Scheduled in This Week
5. My Meetings Scheduled in This Week
Project Issues KPIs for Team Member
1. Number of Issues Assigned to Me
2. Number of Active Issues for Me
3. Number of Issues Reported by Me
4. Number of Issues Closed on My Name
Project Risk KPIs for Team Member
1. Number of Risks Reported by Me
2. Number of Risk Assigned to Me
3. Number of Catastrophic Impact Risks Assigned to Me
4. Number of Severe Impact Risks Assigned to Me
5. Number of Medium Impact Risks Assigned to Me
6. Number of Low Impact Risks Assigned to Me
7. Number of Insignificant Impact Risks Assigned to Me
Project Change Request KPIs for Team Members
1. Number of Change Requests Reported by Me
2. Number of Change Requests Assigned to Me
3. Number of Change Requested Closed on My Name
Project Timesheet KPIs
1. Number of Timesheet Submitted by Me
2. My Pending Timesheet
3. Number of Approved Timesheet Submitted by Me
4. Number of Rejected Timesheet Submitted by Me
Project Expenses KPIs
1. Expense Submitted by Me
2. My Approved Expenses
3. My Rejected Expenses
4. My Re-Opend Expenses
Miscellaneous KPIs
1. Number of Ongoing Projects for Me
2. My Non-Project Activities
Project Manager KPIs
High Level Indicators (Project KPIs)
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14. 1. Project Health – Schedule
2. Project Health – Issues
3. Project Health – Risk
4. Project Schedule Planned Vs Actual Progress
5. Project Budget vs Estimated Cost Vs Actual Cost
6. Project Resource Utilisation
Projects Status KPIs
1. Number of Projects in Progress
2. Number of Cancelled Projects
3. Number of On-Hold Projects
4. Number of Completed Projects
5. Number of Projects in Planning
6. Total Number of Projects Being Managed
7. Portfolio-wise Number of Projects
Project Schedule KPIs
1. Number of Overdue Tasks
2. Number of Tasks Yet to Start
3. Number of Tasks In Progress
4. Number of High Priority Tasks in Progress
5. Number of High Priority Tasks Overdue
6. Number of Milestones Achieved
7. Number of Milestones Pending
8. Number of Milestones in Future
9. Number of Completed Tasks
10. Unassigned Tasks
11. Earned Value Analysis
12. Schedule Performance Index (CPI)
13. Schedule Variance
14. Project Tasks on Critical Path
15. Baseline Schedule
16. Number of Pending Tasks This Week
17. Number of Pending Tasks Next Week
Project Budget, Cost KPIs
1. Project Cost Variance
2. Project Cost Overrun
3. Project Cost Performance Index (CPI)
4. Project Billing
5. Project Margin
Project Resources KPIs
1. Resource-wise percentage utilization in a Project
2. Resource-wise Load in a Project
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15. 3. Resource Billing in a Project
4. Resource cost in a Project
5. Actual Work Hours Spent in a Project
6. Customer Wise Resource Work Planned Vs Actual Work
Project Issues KPIs
1. Number of Reported Issues
2. Number of Unresolved Issues
3. Number of Unresolved Customer Issues
4. Number of Resolved Issues
5. Number of Closed Issues
6. Number of Issues Per Resources
7. Number of High Priority Issues
8. Number of Low Priority Issues
9. Number of Medium Priority Issues
10. Number of Issues without Priority
11. Number of Issues Reported by Customer
Project Risks KPIs
1. Risk Heatmap/ Risk Matrics
2. Number of Risks in Project Risk Register
3. Number of Un-reviewd Risks
4. Number of Reviewed Risks
5. Number of Closed Risks
6. Number of Risks with Catastrophic Impact
7. Number of Risks with Severe Impact
8. Number of Risks with Medium Impact
9. Number of Risks with Insignificant Impact
10. Number of High Probability Risks
11. Number of Low Probability Risks
Project Change Requests KPIs
1. Number of Active Change Requests
2. Number of Change Requests Submitted
3. Number of Change Requests Reviewed
4. Number of Change Requests To Be Reviewed
5. Number of Approved Change Request
6. Number of Rejected Change Request
7. Number of High Priority Change Request
8. Number of Medium Priority Change Request
9. Number of Low Priority Change Request
10. Number of Change Requests Assigned to Per Team Member
Project Management KPIs for Portfolio ManagerProject Management KPIs for Portfolio Manager
Portfolio Health KPIs
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16. 1. Portfolio Health
2. Portfolio Completion Percentage
3. Portfolio Budget Utilisation
4. Projects Pending for Approval
Portfolio Financials KPIs
1. Allocated Budget Across Portfolios
2. Used Budget Across Portfolios
3. Percentage of Budget Utilization
4. Estimated Cost Across Portfolio of Projects
5. Actual Cost Across Portfolio of Projects
6. Estimated Cost for a portfolio of projects
7. Actual Cost for a portfolio of projects
Portfolio Schedule KPIs
1. Total Number of Milestones
2. Achieved Milestones
3. Missed Milestones
4. Upcoming Milestones
Portfolio Issues KPIs
1. Total Number of Issues Reported in a Portfolio
2. Number of Open Issues in a Portfolio
3. Number of Resolved Issues in a Portfolio
4. Number of Closed Issues in a Portfolio
5. Number of High Priority Issues in a Portfolio
6. Number of Low Priority Issues in a Portfolio
7. Number of Medium Priority Issues in a Portfolio
8. Number of Normal Priority Issues in a Portfolio
Portfolio Risks KPIs
1. Total Number of Risk Reported in a Portfolio
2. Total Number of Reviewed Risks in a Portfolio
3. Total Number of Open Risks in a Portfolio
4. Number of Risk With Catastrophic Impact in a Portfolio
5. Number of Risk With Major Impact in a Portfolio
6. Number of Risk With Moderate Impact in a Portfolio
7. Number of Risk With Minor Impact in a Portfolio
8. Number of Risk With Insignificant Impact in a Portfolio
Portfolio Change Requests KPIs
1. Total Number of Change Request Reported in a Portfolio
2. Total Number of Open Change Request in a Portfolio
3. Number of High Priority Change Request in a Portfolio
4. Number of Medium Priority Change Request in a Portfolio
5. Number of Low Priority Change Request in a Portfolio
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17. 6. Number of Normal Priority Change Request in a Portfolio
Portfolio Earned Value KPIs
1. Cost Performance Index (CPI)
2. Schedule Performance Index (SPI)
Portfolio Miscellaneous KPIs
1. Percentage Completion of Individual Project
2. Percentage Progress Made For a Portfolio
3. Number of Team Member of Individual Project
4. Number of Projects Per Portfolio
5. Project Wise Actual Work Hours Spent by Resources
6. Customer Wise Resource Work Planned Vs Actual Work
7. Customer Wise Resource Work Planned Vs Actual Work Per Project
Project Management KPIs for PMOProject Management KPIs for PMO
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18. Tracking Project Management KPIs
Tracking Project KPI Using Dashboard, Reports
So there are two popular ways professionals and business managers track KPIs.
1. Project KPI Dashboard
2. Project KPI Reports
Who Uses KPI Dashboard and Reports?
Usually, project KPI dashboard are used by executive management to quickly check and understand current progress, benefits/r
associated with project portfolio.
Project KPI reports are typically used by team members, project managers, PMO team members to better understand trends
knowing precisely what’s going wrong, what needs attention, etc. Reports provide more information than visual dashboard, typic
using tables. Now a days, the line between dashboard and reports are blurring and they are even interactive (click-through)
Which Tools Are Popular As Project KPI Dashboard and Report Tools?
Many businesses seems who track project management KPIs use MS Excel or MS Powerpoint to present KPI dashboard and repo
This approach work fine as long as
You have not made any mistake in collecting and compiling project data
You do not need latest report, if something has changed once report/dashboard is created, you don’t want to update the
presentation
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19. You are hired primarily for project KPI dashboard/reports and you have ample time just to keep creating such dashboard or rep
as compiling & presenting KPI dashboard manually is pretty much intense and laborious exercise.
There could be reasons why these organisations have to use MS Word, MS Excel or MS Powerpoint for tracking and presenting K
But the reasons most likely are attributed to resistance to change, lack of budget, inability to understand loss of productivity or
happy-to-be-here attitude. There can also be ignorance to search & try better tools and to be fair, possibly there isn’t that IDEA
PERFECT KPI tool which has all the bells and whistles.
So what is the alternative?
You are better off switching to project management software that also offers project KPIs dashboard software allowing you t
easily track project portfolio performance at a click, where data is automatically gathered, if team members have missed updat
project activities, they are automatically reminded without you having to keep a track.
Agree, you may not get that perfect tool matching your exact requirement but what managers need to understand, there is n
perfect tool for everyone in this world. The project KPI tool that is easy to use for team members, project manager, easy to up
status/progress gets adopted well. As long as you have project information updated in the system, the system will be able to pre
it in some way (usually standard reports or dashboard which can be customised further). But at least you will not be looking at d
entry errors because of copy paste, data collation, etc. If a given project KPI dashboard and reporting tool does not provide ex
visualisation or reports that you require, just ask vendor for such report/dashboard. Yet, you will still have the ability to proje
information out of the system and present data in your own way (like you do it today through PPT and Excels).
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Project Management KPIs Template
Here are few project management KPIs template that you can use for your project organisation.
[A] Project Portfolio KPIs Template
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20. 2018 Zilicus All rights reserved.
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1. Portfolios which have budget utilisation less than 70%
2. Project portfolios having more than 20% pending milestones
[B] Project KPIs Template
1. Projects where estimated cost is overshooting budget by more than 10%
2. Projects where actual cost is overshooting estimated cost by more than 15%
3. Projects where margin is less than 15%
4. Projects lagging behind schedule by more than 25%
5. Projects which have resource utilisation less than 75%
6. Projects which have risks exposure more than 40%
7. Projects which have risks with impact as Catastrophic
8. Projects where cost variance is more than 90%
9. Projects where SPI is less than 0.90
10. Projects where CPI is less than 1.0
11. Projects where effort variance is more than 90%
References:
[1]. Design project research Report (https://www.irbnet.de/daten/iconda/CIB9795.pdf)
[2]. Toor S, Ogulana O. Beyond the ‘Iron Triangle’: Stakeholder perception of key performance indicators (KPIs) for large- scale public sector development projects.
2009
[3]. Journal for operational research issue#68, 2017 (https://www.tandfonline.com/doi/full/10.1057/jors.2016.1)
[4]. PWC Global Project Management Report (http://www.pwc.com/en_US/us/public-sector/assets/pwc-global-project-management-report-2012.pdf)
[5]. PMI Pulse Report (http://www.pmi.org/~/media/PDF/Business-Solutions/PMI_Pulse_2014.ashx)
[6]. Enterprise Project Management Survey – InfoWeek (http://reports.informationweek.com/abstract/83/12175/IT-Business-Strategy/research-2014-enterprise-
project-management-survey.html)
[7]. PMI Pulse Report (https://www.tandfonline.com/doi/full/10.1057/jors.2016.1)
[8]. Logos of the products referred above belongs to respective companies. Product information presented as available during trial and/or publicly available
information
.
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