Implementing KPIs - Revision history

Tkokotas at 12:06, 20 December 2018

2018-12-20T12:06:37Z

← Older revision		Revision as of 12:06, 20 December 2018
Line 1:		Line 1:
	~~[[Category:KPI]][[Category:Project Management]][[Category:Portfolio Management]]~~		''Developed by Brian Vig Olesen''


	This article will look at the scope of using Key Performance indicators (KPI) in order to assess progress within project, program and portfolio management.		This article will look at the scope of using Key Performance indicators (KPI) in order to assess progress within project, program and portfolio management.
Line 224:		Line 225:
	=References=		=References=
	<references />		<references />

			[[Category:KPI]][[Category:Project Management]][[Category:Portfolio Management]]

Tkokotas: /* Scorecards and Dashboards */

2018-11-27T15:39:53Z

Scorecards and Dashboards

← Older revision		Revision as of 15:39, 27 November 2018
Line 142:		Line 142:
	==Scorecards and Dashboards==		==Scorecards and Dashboards==
	[[File:Scorecard.PNG\|240x240px\|right\|frame\|Example, Scoreboard]]		[[File:Scorecard.PNG\|240x240px\|right\|frame\|Example, Scoreboard]]
	~~[[File:Dashboard-kpi.png\|300x300px\|right\|frame\|Example, dashboard]]~~
	Looking at the distinguishing between KPIs targeting senior level management and project or department management, the talk will often also be related to an implementation of scorecards and dashboards.		Looking at the distinguishing between KPIs targeting senior level management and project or department management, the talk will often also be related to an implementation of scorecards and dashboards.

Liclawio: /* References */

2014-12-02T15:15:37Z

References

← Older revision		Revision as of 15:15, 2 December 2014
Line 224:		Line 224:
	=References=		=References=
	<references />		<references />


	1. Parmenter D. Crunchy KPIs.: EBSCOhost. New Zeal Manag. 2004;51(11). Available at: http://web.a.ebscohost.com.globalproxy.cvt.dk/ehost/pdfviewer/pdfviewer?sid=e6e47b31-9400-4694-8a6f-af3afd0b00ce%40sessionmgr4001&vid=1&hid=4109. Accessed November 16, 2014.

	2. Dansk standard, Rehacek P. DS ISO21500 - Vejledning i projektledelse Guidance on project management. Strateg Manag ITS Support BY Inf Syst 10TH Int Conf 2013. 2013:195-205. Available at: http://findit.dtu.dk/en/catalog/259199430.

	~~3. Caupin G, Knoepfel H, Koch G, Pannenbäcker K, Pérez-Polo F, Seabury C. ICB - IPMA competence baseline, version 3.0.; 2006. Available at: www.ipma.ch.~~

	~~4. Successful M, Tm P. Managing Successful Projects with PRINCE2.; 2009. Available at: http://www.tsoshop.co.uk/bookstore.asp?FO=1160151.~~

	~~5. Pritchard CL. A Guide to the Project Management Body of Knowledge (PMBOK.; 2004:28-41. doi:10.1002/9780470172346.ch3.~~

	~~6. A Guide to the Project Management Body of Knowledge (PMBOK. 2009. Available at: http://findit.dtu.dk/en/catalog/242691320. Accessed November 23, 2014.~~

	7. Parmenter D. Winning KPIs Revisited. New Zeal Manag. 2002;49(9). Available at: http://web.a.ebscohost.com.globalproxy.cvt.dk/ehost/pdfviewer/pdfviewer?sid=e49f1001-51a6-4b54-acfd-ac7309ea6e77%40sessionmgr4004&vid=1&hid=4109. Accessed November 16, 2014.

	~~8. Kerzner H. Project Management Metrics, KPIs, and Dashboards. In: ; 2013:117-163. doi:10.1002/9781118826751.ch4.~~

	~~9. Mastrogiacomo S. Stefano Mastrogiacomo - Coopilot. Available at: http://www.stefanomastrogiacomo.info/. Accessed November 14, 2014.~~

	~~10. SimpleKPI \| KPI software for tracking Key Performance Indicators (KPIs) and performance management. Available at: https://www.simplekpi.com/. Accessed November 23, 2014.~~

	~~11. Klipfolio - Your Online Business Dashboard Platform. Available at: http://www.klipfolio.com/. Accessed November 23, 2014.~~

Liclawio: /* Comparable standards */

2014-12-02T15:14:48Z

Comparable standards

← Older revision		Revision as of 15:14, 2 December 2014
Line 117:		Line 117:

	'''The Project Management Body of Knowledge''' <ref name=''PMBOK''> ''http://marketplace.pmi.org/Pages/default.aspx''</ref>		'''The Project Management Body of Knowledge''' <ref name=''PMBOK''> ''http://marketplace.pmi.org/Pages/default.aspx''</ref>
	<ref name=''PMBOK2''>''Pritchard CL. A Guide to the Project Management Body of Knowledge (PMBOK.; 2004:28-41. doi:10.1002/9780470172346.ch3''(PMBOK) is the American standard on project management.		<ref name=''PMBOK2''> ''Pritchard CL. A Guide to the Project Management Body of Knowledge (PMBOK.; 2004:28-41. doi:10.1002/9780470172346.ch3''</ref>(PMBOK) is the American standard on project management.

	Compared to the other standards the PMBOK has the highest level of focus on performance measurements of the four standards.		Compared to the other standards the PMBOK has the highest level of focus on performance measurements of the four standards.

Liclawio: /* Comparable standards */

2014-12-02T15:13:35Z

Comparable standards

← Older revision		Revision as of 15:13, 2 December 2014
Line 116:		Line 116:


	'''The Project Management Body of Knowledge''' <ref name=''PMBOK''> ''http://marketplace.pmi.org/Pages/default.aspx''</ref> (PMBOK) is the American standard on project management.		'''The Project Management Body of Knowledge''' <ref name=''PMBOK''> ''http://marketplace.pmi.org/Pages/default.aspx''</ref>
			<ref name=''PMBOK2''>''Pritchard CL. A Guide to the Project Management Body of Knowledge (PMBOK.; 2004:28-41. doi:10.1002/9780470172346.ch3''(PMBOK) is the American standard on project management.

	Compared to the other standards the PMBOK has the highest level of focus on performance measurements of the four standards.		Compared to the other standards the PMBOK has the highest level of focus on performance measurements of the four standards.

Liclawio: /* How to define KPIs */

2014-12-02T15:10:39Z

How to define KPIs

← Older revision		Revision as of 15:10, 2 December 2014
Line 137:		Line 137:
	All above being said, there are of course some similarities across at least most portfolio management. Especially measurements depicting actual progress against budgeted time and cost expenses are common in most companies, but these are also figures that can prove difficult to act upon. Of course you are able to identify delays and/or budget overruns, but what is the underlying reason? To identify this, there is a need for an in-depth, more precise measurement; a measurement that are seldom common across individual companies, perhaps not even common across different projects within the same company.		All above being said, there are of course some similarities across at least most portfolio management. Especially measurements depicting actual progress against budgeted time and cost expenses are common in most companies, but these are also figures that can prove difficult to act upon. Of course you are able to identify delays and/or budget overruns, but what is the underlying reason? To identify this, there is a need for an in-depth, more precise measurement; a measurement that are seldom common across individual companies, perhaps not even common across different projects within the same company.

	For most good KPIs you can generally say, that the characteristics of it is often already known to the organisation. According to chapter 4 of the book “Project Management Metrics, KPIs, and Dashboards” <ref name=''~~name~~''> ''~~link~~/~~title~~'' </ref>, defining proper working KPIs therefore requires getting all the relevant persons involved. In order to get stakeholder involvement and agreement concerning the KPI, you will need to get the project manager, the client, as well as key stakeholders involved in the design and decision process. However, keep in mind; defining 20, 50 or even 100 measurements or metrics to look at will properly not prove difficult. The real test will be in keeping the numbers low, as well as defining the few true Key Performance Indicators; those getting into depth with the projects core business and revealing the true difference.		For most good KPIs you can generally say, that the characteristics of it is often already known to the organisation. According to chapter 4 of the book “Project Management Metrics, KPIs, and Dashboards” <ref name=''Kerzner''> ''Kerzner H. Project Management Metrics, KPIs, and Dashboards. In: ; 2013:117-163. doi:10.1002/9781118826751.ch4.'' </ref>, defining proper working KPIs therefore requires getting all the relevant persons involved. In order to get stakeholder involvement and agreement concerning the KPI, you will need to get the project manager, the client, as well as key stakeholders involved in the design and decision process. However, keep in mind; defining 20, 50 or even 100 measurements or metrics to look at will properly not prove difficult. The real test will be in keeping the numbers low, as well as defining the few true Key Performance Indicators; those getting into depth with the projects core business and revealing the true difference.

	==Scorecards and Dashboards==		==Scorecards and Dashboards==

Liclawio: /* References */

2014-12-02T05:40:25Z

References

← Older revision		Revision as of 05:40, 2 December 2014
Line 223:		Line 223:
	=References=		=References=
	<references />		<references />


	1. Parmenter D. Crunchy KPIs.: EBSCOhost. New Zeal Manag. 2004;51(11). Available at: http://web.a.ebscohost.com.globalproxy.cvt.dk/ehost/pdfviewer/pdfviewer?sid=e6e47b31-9400-4694-8a6f-af3afd0b00ce%40sessionmgr4001&vid=1&hid=4109. Accessed November 16, 2014.		1. Parmenter D. Crunchy KPIs.: EBSCOhost. New Zeal Manag. 2004;51(11). Available at: http://web.a.ebscohost.com.globalproxy.cvt.dk/ehost/pdfviewer/pdfviewer?sid=e6e47b31-9400-4694-8a6f-af3afd0b00ce%40sessionmgr4001&vid=1&hid=4109. Accessed November 16, 2014.

Liclawio: /* Scorecards and Dashboards */

2014-12-02T05:39:03Z

Scorecards and Dashboards

← Older revision		Revision as of 05:39, 2 December 2014
Line 145:		Line 145:


	The first executive dashboard went into the organisations all the way back in 1985 ~~write~~ <ref name=''Dashboard BIS''> ''http://gbr.pepperdine.edu/2010/08/using-dashboard-based-business-intelligence-systems'' </ref>. However, they were only '''executive''' dashboard at that time, as they would sit on the director or chairman's desk, and only be used for information to them and perhaps to the board of directors.		The first executive dashboard went into the organisations all the way back in 1985 <ref name=''Dashboard BIS''> ''http://gbr.pepperdine.edu/2010/08/using-dashboard-based-business-intelligence-systems'' </ref>. However, they were only '''executive''' dashboard at that time, as they would sit on the director or chairman's desk, and only be used for information to them and perhaps to the board of directors.

	It was later on, in the late 90s and early 21th century, they began migrating down through the organisation and being implemented at a middle and line management level. Both are used to provide an easy and often graphical overview of the data and information as opposed to earlier stages where the presentation were only numbers.		It was later on, in the late 90s and early 21th century, they began migrating down through the organisation and being implemented at a middle and line management level. Both are used to provide an easy and often graphical overview of the data and information as opposed to earlier stages where the presentation were only numbers.

Liclawio: /* Scorecards and Dashboards */

2014-12-02T05:38:26Z

Scorecards and Dashboards

← Older revision		Revision as of 05:38, 2 December 2014
Line 140:		Line 140:

	==Scorecards and Dashboards==		==Scorecards and Dashboards==
	[[File:~~Balance-scorecard-kpi~~.~~jpg~~\|240x240px\|right\|frame\|Example, Scoreboard]]		[[File:Scorecard.PNG\|240x240px\|right\|frame\|Example, Scoreboard]]
	[[File:Dashboard-kpi.png\|300x300px\|right\|frame\|Example, dashboard]]		[[File:Dashboard-kpi.png\|300x300px\|right\|frame\|Example, dashboard]]
	Looking at the distinguishing between KPIs targeting senior level management and project or department management, the talk will often also be related to an implementation of scorecards and dashboards.		Looking at the distinguishing between KPIs targeting senior level management and project or department management, the talk will often also be related to an implementation of scorecards and dashboards.

Liclawio at 21:46, 1 December 2014

2014-12-01T21:46:46Z

← Older revision		Revision as of 21:46, 1 December 2014
Line 2:		Line 2:

	This article will look at the scope of using Key Performance indicators (KPI) in order to assess progress within project, program and portfolio management.		This article will look at the scope of using Key Performance indicators (KPI) in order to assess progress within project, program and portfolio management.


	It will include an overview of the following topics:		It will include an overview of the following topics: