With the growth of complex projects, stakeholder involvement, and advancements in visual-based technology, metrics and KPIs (key performance indicators) are key factors in evaluating project performance. Dashboard reporting systems provide accessible project performance data, and sharing this vital data in a concise and consistent manner is a key communication responsibility of all project managers. This 3rd edition of Kerzner's groundbreaking work includes the following updates: new sections on processing dashboard information, portfolio management PMO and metrics, and BI tool flexibility. PPT decks by chapter and a test bank will be available for use in seminar presentations and courses. About the Author Harold Kerzner is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner's profound effect on the project management industry inspired IIL to establish, in coordination with PMI, the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP® or global equivalent each year. International Institute For Learning, Inc. (IIL) is a global leader in professional training and comprehensive consulting services in the areas of project, program, and portfolio management, PRINCE2®, ITIL, Business Analysis, Microsoft® Office Project and Project Server, and Lean Six Sigma. IIL is an IIBA-endorsed education provider, a PMI® charter global registered education provider, and a member of PMI's Silver Alliance Circle and their Corporate Council. TABLE OF CONTENTS Preface 1 The Changing Landscape of 1.0 Introduction 1.1 Executive View of Project Management 1.2 Complex Projects 1.3 Global Project Management 1.4 Project Management Methodologies and Frameworks 1.5 The Need for Effective Governance 1.6 Engagement Project Management 1.7 Customer Relations Management 1.8 Other Developments in Project Management 1.9 A New Look at Defining Project Success 1.10 The Growth of Paperless Project Management 1.11 Project Management Maturity and Metrics 1.12 Project Management Benchmarking and Metrics 1.13 Conclusions 2 The Driving Forces for Better Metrics 2.0 Introduction 2.1 Stakeholder Relations Management 2.2 Project Audits and the PMO 2.3 Introduction to Scope Creep 2.4 Project Health Checks 2.5 Managing Distressed Projects 3 Metrics 3.0 Introduction 3.1 Project Management Metrics: The Early Years 3.2 Project Management Metrics: Current View 3.3 Metrics Management Myths 3.4 Selling Executives on a Metrics Management Program 3.5 Understanding Metrics 3.6 Causes for Lack of Support for Metrics Management 3.7 Using Metrics in Employee Performance Reviews 3.8 Characteristics of a Metric 3.9 Metric Categories and Types 3.10 Selecting the Metrics 3.11 Selecting a Metric/KPI Owner 3.12 Metrics and Information Systems 3.13 Critical Success Factors 3.14 Metrics and the PMO 3.15 Metrics and Project Oversight/ Governance 3.16 Metrics Traps 3.17 Promoting the Metrics 3.18 Churchill Downs Incorporated's Project Performance Measurement Approaches 4 Key Performance Indicators 4.0 Introduction 4.1 The Need for KPIs 4.2 Using the KPIs 4.3 The Anatomy of a KPI 4.4 KPI Characteristics 4.5 Categories of KPIs 4.6 KPI Selection 4.7 KPI Measurement 4.8 KPI Interdependencies 4.9 KPIs and Training 4.10 KPI Targets 4.11 Understanding Stretch Targets 4.12 KPI Failures 4.13 KPIs and Intellectual Capital 4.14 KPI Bad Habits 4.15 Bright Point Consulting, Inc.--Dashboard Design: Key Performance Indicators and Metrics 5 Value-Based Project Management Metrics 5.0 Introduction 5.1 Value over the Years 5.2 Values and Leadership 5.3 Combining Success and Value 5.4 Recognizing the Need for Value Metrics 5.5 The Need for Effective Measurement Techniques 5.6 Customer/Stakeholder Impact on Value Metrics 5.7 Customer Value Management 5.8 The Relationship between Project Management and Value 5.9 Background of Metrics 5.10 Selecting the Right Metrics 5.11 The Failure of Traditional Metrics and KPIs 5.12 The Need for Value Metrics 5.13 Creating a Value Metric 5.14 Presenting the Value Metric in a Dashboard 5.15 Industry Examples of Value Metrics 5.16 U se of Crisis Dashboards for Out-of-Range Value Attributes 5.17 Establishing a Metrics Management Program 5.18 Using Value Metrics for Forecasting 5.19 Metrics and Job Descriptions 5.20 Graphical Representation of Metrics 5.21 Creating a Project Value Baseline 6 Dashboards 6.0 Introduction 6.1 How We Process Dashboard Information 6.2 Dashboard Core Attributes 6.3 The Meaning of Information 6.4 Traffic Light Dashboard Reporting 6.5 Dashboards and Scorecards 6.6 Creating a Dashboard Is a Lot like Online Dating 6.7 Benefits of Dashboards 6.8 Is Your BI Tool Flexible Enough? 6.9 Rules for Dashboards 6.10 The Seven Deadly Sins of Dashboard Design and Why They Should Be Avoided 6.11 Bright Point Consulting, Inc.: Designing Executive Dashboards 6.12 All That Glitters Is Not Gold 6.13 Using Emoticons 6.14 Misleading Indicators 6.15 Agile and Scrum Metrics 6.16 Data Warehouses 6.17 Dashboard Design Tips 6.18 Team Quest Corporation 6.19 Logi Analytics, Inc.: Dashboard Best Practices 6.20 A Simple Template 6.21 Summary of Dashboard Design Requirements 6.22 Dashboard Limitations 6.23 The Dashboard Pilot Run 6.24 Evaluating Dashboard Vendors 6.25 New Dashboard Applications 7 Dashboard Applications 7.0 Introduction 7.1 Dashboards in Action: Dundas Data Visualization 7.2 Dashboards in Action: Pie Matrix, Inc. 7.3 Pie Matrix Overview 7.4 Dashboards in Action: International Institute for Learning\ 8 The Portfolio Management PMO and Metrics 8.0 Introduction 8.1 Critical Questions 8.2 Value Categories 8.3 Portfolio Metrics 8.4 Measurement Techniques and Metrics 8.5 Crisis Dashboards Defining a Crisis Index

More Details about Project Management Metrics, KPIs, and Dashboards, 3ed: A Guide to Measuring and Monitoring Project Performance

General Information  
Author(s)Harold Kerzner
PublisherWiley India
Publish YearNovember 2018