Program Management Dashboards

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Dashboards and “Balanced Scorecards” have been proposed as a communication tool and executive summary of program performance. They can capture a variety of inputs and display them in one place.

Key Performance Indicators (KPIs) and metrics are typically displayed by an assortment of dials, gauges and stoplights that resemble those found in a commercial plane cockpit.

But to be effective the dashboard must really track all key program dimensions since a failure in any one can undermine the program.

The dashboard must reflect the strategic business objectives that the program is trying to achieve; key dimensions to assess strategy effectiveness; and key process and control factors to assure true progress is being made towards the strategic business objectives. Many times measures are chosen without adequate attention given to the driving strategic business objectives. In those instances the program team track measures and then tries to figure out what the objectives are.

The attached paper entitled, “Program Management Dashboards” appears in this month’s PM World Today and suggests dashboard parameters applicable to large engineering and construction programs. It is based on the Strategic Program Management system illustrated below.



I hope you find this information of value as you undertake your own efforts in managing large programs.

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Program Management Dashboards

  1. 1. PM World Today – March 2011 (Vol XIII, Issue III) PM WORLD TODAY – FEATURED PAPER – MARCH 2011 Program Management Dashboards By Bob PrietoWhat is a dashboard?Dashboards and “Balanced Scorecards” have been proposed as a communication tooland executive summary of program performance. They can capture a variety of inputsand display them in one place. In some ways it is where “Analog aesthetics meetsdigital information”.Operational dashboards focus on managing and measuring business and processactivities in real time or near-real time. Operational dashboards provide deep visibility atan overall program level, on a specific business area or business process activity. KeyPerformance Indicators (KPIs) and metrics are typically displayed by an assortment ofdials, gauges and stoplights that resemble those found in a commercial plane cockpit.A method to incorporate statistical process control (SPC) and colors was first proposedat the US Department of Energy’s Hanford in 1997 (“Stoplight Charts with SPC Inside”published by American Society for Quality 2004) and put in place as the Fluor HanfordDashboard in FY 2005. It utilized existing and familiar performance indicators. Control Chart Decision Color Leadership Result Action Stable Level is Green Stay the Course (common Acceptable cause variation) Level is Not Yellow Improve System Acceptable Trend Adverse Red Corrective (special cause Action variation) Improving Green Reinforce – Stay the Course© 2011 Bob PrietoPM World Today is a free monthly eJournal - Subscriptions available at http://www.pmworldtoday.net Page 1
  2. 2. PM World Today – March 2011 (Vol XIII, Issue III)In Oregon, the Oregon Department of Transportations OTIA III State Bridge DeliveryProgram dashboard was used to status progress to stakeholders. Deeper drill downsprovided management information. Source: FluorBut to be effective the dashboard must really track all key program dimensions since afailure in any one can undermine the program. I will not dwell on the graphic portrayalbut rather spend the next bit looking at some of the key elements to be tracked and inwhat form they should be tracked and by whom.Selection of measures is a key step in effective management of any program. Thedashboard must reflect the strategic business objectives that the program is trying toachieve; key dimensions to assess strategy effectiveness; and key process and controlfactors to assure true progress is being made towards the strategic business objectives.Many times measures are chosen without adequate attention given to the drivingstrategic business objectives. In those instances the program team tracks measuresand then tries to figure out what the objectives are.The selection of dashboard parameters must include leading and trending indicators notjust historical ones.© 2011 Bob PrietoPM World Today is a free monthly eJournal - Subscriptions available at http://www.pmworldtoday.net Page 2
  3. 3. PM World Today – March 2011 (Vol XIII, Issue III)Let’s return to our Strategic Program Management1 system. The major processes anddimensions displayed provide a good starting point for constructing a programmanagement dashboard.The example that follows is for a large public transport program and each majordimension is reflected in a separate table. Specific program requirements andobjectives will modify certain elements of these tables but they represent a good analogfor dashboard development.© 2011 Bob PrietoPM World Today is a free monthly eJournal - Subscriptions available at http://www.pmworldtoday.net Page 3
  4. 4. PM World Today – March 2011 (Vol XIII, Issue III) Framework Program Program Program Project Processes Management Management Dashboard Dashboard Office (PMO) Delivery Metric Metric Element System (PMDS) Element Audits Program Project Audit Program Project and Audit Plan Plan Audit status; functional top open audits status; findings top open findings Budgeting, Program Project Budget Program Project budget Fund Budget budget performance; Management status; earned value; and Allocation, program cash projected cost Expenditure flow; profile of at completion expenditures; costs, expenditures and commitments to date Approval, and Funding Project Budget Sources and Project Tracking of Plan (Authorized) uses of payments to Funds funds; date; contract Committed and funding amounts Expended requirements outstanding; for next projected total period funding to completion Change Impact Program CIA Process Projected Projected Assessment Change impacts of impacts of (CIA) Request approved and approved and Process pending pending programmatic project changes changes Configuration PMO Go-By PMDS Compliance Compliance Management Documents with go-by with PMDS documents© 2011 Bob PrietoPM World Today is a free monthly eJournal - Subscriptions available at http://www.pmworldtoday.net Page 4
  5. 5. PM World Today – March 2011 (Vol XIII, Issue III) Constructability Labor, Contracting Compliance Means & Analysis – Supplier Strategy; with Labor, Methods; Root Systemic Policies Supply Chain Supplier cause Analysis Strategy; Policies; Means & Contracting Methods Strategy; Supply Chain Strategy Construction Construction Project Start of major Construction Mobilization affecting Execution Plan construction mobilization policies activities; status and ribbon cutting issues dates Construction Owner Owner Owner Technology furnished furnished furnished equipment; equipment equipment Value major issues; major issues; Improvement VIP status VIP status and Plans (VIP) and results results; productivity factor assessment Contingency Owner Program Owner level Program level Management controlled controlled contingency contingency contingency; contingency; remaining by remaining by Program Program Risk type; Current source and Risk Management programmatic type; Current Management program; risk project risk program Projects Risk assessment assessment Management programs Cost Owner Event Estimated cost Programmatic Project cost Estimating Risk to complete - cost trends trends and Assessment program and and forecast forecast cost at projects cost at completion; completion cost recovery plan© 2011 Bob PrietoPM World Today is a free monthly eJournal - Subscriptions available at http://www.pmworldtoday.net Page 5
  6. 6. PM World Today – March 2011 (Vol XIII, Issue III) Ethics Training Owner Supplementary Status of Status of and Policies and requirements if training and training and Compliance associated any compliance; compliance; training Areas of Areas of concern - concern - program level projects level Insurance Owner Supplementary Program Project Policies requirements if insurance insurance any claims and claims and costs costs Knowledge Owner KM Summary Project level Management Framework implementation level of activity System plan activity Legal Applicable Regulatory and Claims; suits; Status of Laws and permitting plan Issue approvals; regulations; analysis compliance Owner assessment of Policies projects Life-Cycle Cost Owner Sustainable Exceptional VIP status for Analysis Policies development item reporting projects plan Material Owner Supply chain Supply chain Supply chain Management Policies plan; SRAs; issues and status for Owner trends projects furnished material and equipment Operations & Owner O&M Training Turnover O&M Maintenance Policies and turnover program deliverable plan status status Procurement Owner Procurement Procurement Procurement Policies Plan status status by summary; project Major planned procurements Productivity Programmatic Aggregate Project and project productivity productivity level factor factors assumptions© 2011 Bob PrietoPM World Today is a free monthly eJournal - Subscriptions available at http://www.pmworldtoday.net Page 6
  7. 7. PM World Today – March 2011 (Vol XIII, Issue III) Project Owner Supplementary Exceptional Incident Security Policies requirements if item reporting reporting any Risk Owner Program Risk Program Risk Risk Management Policies and Management Assessment; assessment associated Plan Risk Reserve and status by training status and project; Risk forecast; management Major risk plan items under implementation management Safety Owner Safety Case; Program Project safety Policies HSE Program; Safety plan status; Sustainability Performance; safety Program Root cause performance; analysis status of safety training; incident analysis Standardization Program Exceptional Compliance standards item reporting assessment; Lessons learned and best practices Technology Owner Program Exceptional Implementation Policies technology item reporting status plans as required Training Owner Supplementary Capacity Implementation Policies requirements if building status any status and needs assessment© 2011 Bob PrietoPM World Today is a free monthly eJournal - Subscriptions available at http://www.pmworldtoday.net Page 7
  8. 8. PM World Today – March 2011 (Vol XIII, Issue III) Governance PMO PMDS Program Project Structures Element Element Dashboard Dashboard Metric Metric Leadership Leadership career Program training development status; 360 program; program feedback career status; 360 metrics development feedback program; 360 feedback Alignment Alignment Alignment Status of Status of process process with program and project between projects project level alignment DOT and alignment activities PMC activities Responsibility & Investment RACI Completion of Implementatio Authority decision RACI n and process; compliance RACI go-by with RACI Program & Go-By PMM and Completness PEP complete Project Delivery documents program of PMM and and System & standards program implementatio Standards standards n status Integration DOT wide Program Major conflicts Interface integration integration between management standards standards; contracts status Interface Management plan Assurance Strategic Program Open Project Audit Audit Plan Audit Plan strategic audit status and issues; results Project Audit status and result analysis Stakeholder Coordinated Stakeholder Major Project level Engagement DOT Management upcoming stakeholder Stakeholder for others not stakeholder engagement Management reserved at events; activities; Plan DOT level outstanding outstanding top project specific stakeholder issues© 2011 Bob PrietoPM World Today is a free monthly eJournal - Subscriptions available at http://www.pmworldtoday.net Page 8
  9. 9. PM World Today – March 2011 (Vol XIII, Issue III) issues Key Stategic Project and Achievement Project report Performance Business contract KPIs of SBOs; cards detailed Indicators Objectives project report against kpis card summary Improvement Business VPIs Program VPI Project VPI Improvement summary results PlanOrganizational PMO Element PMDS Element Program ProjectChange Dashboard DashboardManagement Metric MetricVision Surface Organizational OTP Status Transportation Transformation Master Plan Plan (OTP) (STMP)Resistance Organizational OTP StatusManagement TransformationPlan PlanCommunications Owner Program and Communications ProjectPlan Communications Project Plan Status and Communications Plan Communications Effectiveness status PlanOrganizational Organizational OTP StatusTransformation Transformation PlanMeasurement Peer Review 360 Review Peer and 360 Review open itemsFeedback Peer Review 360 Review Peer and 360 Review open itemsLessons Knowledge Status ofLearned Management knowledge (KM) community submittals to KM © 2011 Bob Prieto PM World Today is a free monthly eJournal - Subscriptions available at http://www.pmworldtoday.net Page 9
  10. 10. PM World Today – March 2011 (Vol XIII, Issue III) Strategy PMO PMDS Program Project Element Element Dashboard Dashboard Metric Metric Strategic Strategic Program Program KPI Project KPI Business Business and Projects Performance performance Objectives Objectives KPIs Continuous PMO PMDS Program Project Improvement Element Element Dashboard Dashboard Metric Metric Knowledge Knowledge Knowledge KM statistics Management Management Management System System as integral tool Value Capture VIP VIP status VIP status Practices report report Lessons Lesson Reports Reports Learned Learned completed completed Report and input to and input to KM KM Best Practices Best G0-bys Practice Go- completed by and input to KM© 2011 Bob PrietoPM World Today is a free monthly eJournal - Subscriptions available at http://www.pmworldtoday.net Page 10
  11. 11. PM World Today – March 2011 (Vol XIII, Issue III) Assessment PMO PMDS Program Project Element Element Dashboard Dashboard Metric Metric Metric Priority Program and Dashboard Dashboard Projects emphasizes emphasizes Dashboard top priority top priority metrics; other metrics; other metrics metrics readily readily available available Metric Extent of Usefulness usage Metric Robustness Measurement of data Metric Review Periodic report effectiveness assessment Metric Program and Metric change Metric change Realignment Projects notice notice DashboardReferences: 1. Strategic Program Management; published by the Construction Management Association of America (CMAA); ISBN 978-0-9815612-1-9; July 24, 2008© 2011 Bob PrietoPM World Today is a free monthly eJournal - Subscriptions available at http://www.pmworldtoday.net Page 11
  12. 12. PM World Today – March 2011 (Vol XIII, Issue III) About the Author: Bob Prieto Author Bob Prieto is a Senior Vice President of Fluor Corporation, one of America’s largest engineering, construction and project management firms, where he is responsible for strategy in support of the firm’s Industrial & Infrastructure Group and its key clients. He focuses on the development, delivery and oversight of large, complex projects worldwide. Prior to joining Fluor, Bob served as chairman of Parsons Brinckerhoff Inc. He served as a member of the executive committee of the National Center for Asia-Pacific Economic Cooperation, a member of the Industry Leaders’ Council of the American Society of Civil Engineers (ASCE), and co-founder of the Disaster Resource Network. He currently serves on a number of committees looking at issues related to infrastructure delivery and resiliency and disaster response and rebuilding. Until 2006 he served as one of three U.S. presidential appointees to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC) and previously served as chairman of the Engineering and Construction Governors of The World Economic Forum and co-chair of the infrastructure task force formed after September 11th by the New York City Chamber of Commerce. He recently completed a ten year tenure as a member of the board of trustees of Polytechnic University of New York culminating in its merger with New York University. Bob is the author of “Strategic Program Management” published by the Construction Management Association of America (CMAA) and more recently a companion work entitled “Topics in Strategic Program management”.© 2011 Bob PrietoPM World Today is a free monthly eJournal - Subscriptions available at http://www.pmworldtoday.net Page 12

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