The document discusses the 3Ms approach to creating performance metrics for project management. The 3Ms include Measure, Manage, and Magnify. It provides examples of how to: 1. Measure qualitative and quantitative performance objectives and key value areas. 2. Manage systems, methodologies and programs to influence performance. 3. Magnify performance standards over time to "raise the bar". Additional concepts covered include aligning objectives, rewarding results, defining value, and using metrics to drive organizational culture. Case studies demonstrate applying the 3Ms approach to customer service training and project delivery metrics.

1. The Performance Metrics
Applied to the PMBOK
MEL SCHNAPPER, PH. D.
CHIEF METRICS GURU
MEL SCHNAPPER ASSOCIATES
MEL@SCHNAPPER.COM
PMI Reston VA Luncheon, July 20, 2016

2. Will be mailed to you.

3. Participants’ Expectations
 What are your major issues regarding measuring
project management performance?

4. Introduction
 Founder and past Chair of the
Metrics Specific Interest Group (SIG)
of PMI
 Quality Manager for Oracle
Corporation’s, Global Project
Management Service Line and
Oracle’s Change Management
Consulting Services
 International consulting activity has
been in 26 countries bringing his
metrics approach to democratization,
government reform and institutional
capacity building
Mel Schnapper, Ph.D

5. Purpose & Objectives
Purpose: To learn how to create; effective (and accurate) qualitative and
quantitative performance metrics for ANY PMBOK area.
Objectives: As a result of this presentation, you will be able to:
1. Describe the steps of 3Ms approach:
 Measure
 Manage
 Magnify
2. Identify your own potential/actual performance Key Value Areas
(KVA).
3. Measure the proportionate value of these areas
4. Create at least one performance objective that describes the results
that delivers the value of the KVA.

6.  Universal
 Everything is measurable
 Measure = Qualitative AND Quantitative
 Qualitative measures can be as rigorous as the
quantitative
Core Principles of the 3Ms
Approach

7. Qualitative Metrics
7

8. Project Management Service Line
 Describe the elements of measurement in
qualitative and quantitative terms.
 Identify the key metrics and support systems of
project management as listed below:

9. Global Project Management
Service Line (GPMSL) Chapter 9
a. Baseline metrics,
b. Current competency levels,
c. Number of Projects
d. Managers/Level/Role
e. Delivery experience size,
complexity,
f. Success rating (red to
green)
g. Continuity for duration
h.
Recruiting/attrition/retention,
i. Number of peer reviews
j. Projects/project end
reports,
k. Health check statistics,
l. Customer satisfaction
results,
m. Proposed PM/Delivered PM,
n. PM level of training,

10. Measure
 Determine in qualitative and quantitative terms,
units, key performance indicators what a successful
task or project will achieve.
 Quantitative = money, # of completed products, #
of accidents, hires, settled legal cases, etc.
 Qualitative = customer satisfaction, corporate
culture, background of new hires, etc.
Measure

11. Manage
 (Identify and change the) Systems that will help or
hinder accomplishment
 personnel, technical, operations, information, reward,
performance review, etc.
 Methodologies and programs
 diversity, organization development, training, etc.
Manage

12. Magnify
 Upgrade your standards of performance from year
to year or “raise the bar” (for your results targets) .
 ”Satisfactory”
 “Very good”
 “Excellent”
Magnify

13. Standards
Excellent- (dramatic results well-beyond
expectations)
Very Good – (delivers beyond customer
expectations)
Satisfactory- (earns the paycheck/fee)
Unsatisfactory- (lacking any item of
expected results)
1
2
3
4

14. 3Ms Performance Formula
Weighting
Performance
Standard
Created
ValueX =

15. PMBOK slide (3Ms Metrics
Profile)-Chapter 14

16. Performance expectations
Don’t lower your expectations
to meet your performance.
Raise your level of
performance to meet your
expectations. Expect the best
of yourself, and then do what
is necessary to make it a
reality.
-Ralph Marston

17. Here’s a real-life application of the 3Ms
Performance Methodology
Case Study

18. Scenario
 You are a project manager
at Orizon company.
 The VP of the PMO is
asking you to plan a
Customer Service training
program
 Customer complaint #’s
are climbing due to “late”
resolutions from 5/month
to 10/month
 Need to be <5/month.
Training

19. Measure –Customer Service
Measure
(Anticipated) results of customer service training, at a
performance standard of:
 Satisfactory -customer complaints will be addressed
within 48 hours
 Very Good – Addressed within 24 hours
 Excellent – Resolved to customer’s satisfaction
 (addressed = registered for resolution; resolved =
no longer a customer problem)

20. Trainer’s KVAs
 Training KVA – 60%
 Performance Objectives:
 Customer Service = 20%
 Supervisory Skills =20%
 Teamwork Skills =20%
 Administrative KVA -20%
 Coaching KVA-20%

21. Manage
 Verify baseline of customer complaints being
addressed within last two years
 Verify baseline of complaints resolution within last
two years
 Determine what skills, reward systems, reporting
procedures, etc. exist
 Conduct training. Change procedures. Modify
reward systems. Create, improve or buy a CRM
package.
Manage

22. Magnify
 After a year or two, change the performance
standards so that:
 Satisfactory, customer complaints will be
addressed within 24 hours
 Very Good – Addressed within 12 hours
 Excellent – Resolved to customer’s satisfaction by
customer service function Magnify

23. Performance Scorecard
Key Value
Area (KVA)
Weighting (W) Performance
Standard (PS)
W X PS =Value Value
Training 60%
Performance Objectives
Customer
Service
60% 3 .2 X 3 = .6 1.8
Administrative 20% 2 .2 x 2 = .4 .4
Coaching 20% 3 .2 x 3 = .6 .6
TOTAL VALUE FOR ALL KVAs 2.8

24. 3Ms Performance Scorecard
KVAs % Objectives with Standards Weight
[A]
Standard
[B]
Value
[A] x [B]
Timeliness 30 4 =10% early
3 = 5% early
2 = due date
30% 3 .9
Budget 30 4 = 10% below budget
3 = 5% below budget
2 = within budget
30% 4 1.2
Customer-
requested
Features
20 4 = >20 additional features
3 = >5 additional features
2 = met customer requirements
20% 3 .6
Quality 20 4 = plus 20%% fewer tasks
3 = improved quality 10%industry standards
2 = all performance meets industry standards
20% 2 .4
TOTAL 100 100% 3.1

25.  Scalability is infinite - time, level, etc.
 Goals are different from Objectives. A goal is
directional "Improve delivery date";
 Objectives are SMART- Specific, Measurable,
Achievable, Results Oriented, Time Framed “>90% on-
time (specified) deliveries by March 1, 2016”
 No ambiguity - no adjectives or adverbs are allowed
 Metrics is the easy part
Additional Concepts-1

26.  Value = Money in the business context; other
currencies for non-business context – love,
fun, pleasure, recognition, etc.)
 It's all about Value and Value is all about
money
 Getting what you expected for the money you
paid
Additional Concepts-2

27.  All objectives have team and/or individual
ownership from the top to the bottom.
 Can assign weighted value as a weighted
proportion between individual and team
 Rewards are based on results.
 Added value is getting more than you
expected for the money you paid.
Additional Concepts-3

28.  Value is weighted as a proportion of what the
project costs, is expected to earn and/or what
you pay or get paid for.
 Value is about creating greater results- it's not
time, effort, risk, etc.
Additional Concepts-4

29. Additional Concepts- 5
 Alignment = key element of this process
 The interpersonal or managerial relationship is part of
the SMART objective
 Boss must contribute to your success
 Creates multidirectional alignment - hierarchical,
horizontal, cross-functional
 Aligns four levels of authority - Approve, Decide,
Consult, Inform
 Does not distinguishes between being accountable or
doing the work oneself

30. Additional Concepts-6
 All objectives have team and/or individual ownership
from the top to the bottom.
 Rewards are based on results.
 Added value is getting more than you expected for the
money you paid.

31.  Online application - transparent to self and
others
 A driver of corporate culture and not just
reactive.
 Predefined standards of performance
 Aggregate - upward; Cumulative – forward
 AND you think this way anyway
Additional Concepts-7

32. Measuring Results-1
 "COMMENTS ON THE UTILITY OF MEASURING
RESULTS"
 "This pattern - adoption of crude performance measures,
followed by protest and pressure to improve the measures,
followed by the development of more sophisticated measures
- is common where performance is measured. It explains
why so many ... organizations have discovered that even a
poor start is better then no start, and even crude measures are
better than no measures. All organizations make mistakes at
first. But, over time, they are usually forced to correct them".
Page 156, From : Reinventing Government by David
Osbourne and Ted Gaebler, Published by Addison-Wesley
Publishing Company, Inc. 1993

33. Measuring Results - 2
 "The simple act of defining measures is extremely
enlightening to many organizations. Typically,
[organizations] are not entirely clear about their goals, or are,
in fact, aiming at the wrong goals. When they have to define
the outcomes they want and the appropriate benchmarks to
measure those outcomes, this confusion is forced into the
open. People begin to ask the right questions, to redefine the
problem they are trying to solve, and to diagnose that
problem anew. When the measurement process starts, people
immediately begin to think about the goals of the
organization.” (p.147)
 From: Reinventing Government by David Osbourne and Ted
Gaebler, Published by Addison-Wesley Publishing Company,
Inc. 1993