Potentials of Key Performance Indicators - Revision history

Gustav Josephsen at 12:14, 22 April 2019

2019-04-22T12:14:19Z

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	''Author Gustav V. Josephsen - s154318''		''Author: Gustav V. Josephsen - s154318 - F19''

	== Abstract ==		== Abstract ==

Gustav Josephsen at 12:13, 22 April 2019

2019-04-22T12:13:50Z

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	'''Author Gustav V. Josephsen - s154318'''		''Author Gustav V. Josephsen - s154318''

	== Abstract ==		== Abstract ==

Gustav Josephsen at 12:13, 22 April 2019

2019-04-22T12:13:32Z

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			'''Author Gustav V. Josephsen - s154318'''

	== Abstract ==		== Abstract ==
	The article concerns the topic '''Key Performance Indicators (KPI)''' and their use within an organization or a project team. The purpose is to introduce the reader briefly to the use of KPIs and how to define them for given project, program or portfolio.		The article concerns the topic '''Key Performance Indicators (KPI)''' and their use within an organization or a project team. The purpose is to introduce the reader briefly to the use of KPIs and how to define them for given project, program or portfolio.

Gustav Josephsen at 11:56, 2 March 2019

2019-03-02T11:56:25Z

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	Indicators are information gathered in the past describing the project or assessments in retrospect. The use of indicators is defined as ‘’lagging’’, because future aspects are not taken into consideration. Contrary to indicators, future measurements or predictions are called ''prognosticators'', which evaluates different possible outcomes. These are widely used in risk management <ref name="Performance Indicator"> Carol Taylor Fitz-Gibbon (1990), "Performance indicators", BERA Dialogues (2), ISBN 978-1-85359-092-4. Retrieved 21. February 2019 from [https://en.wikipedia.org/wiki/Performance_indicator] </ref>.		Indicators are information gathered in the past describing the project or assessments in retrospect. The use of indicators is defined as ‘’lagging’’, because future aspects are not taken into consideration. Contrary to indicators, future measurements or predictions are called ''prognosticators'', which evaluates different possible outcomes. These are widely used in risk management <ref name="Performance Indicator"> Carol Taylor Fitz-Gibbon (1990), "Performance indicators", BERA Dialogues (2), ISBN 978-1-85359-092-4. Retrieved 21. February 2019 from [https://en.wikipedia.org/wiki/Performance_indicator] </ref>.
	Indicators a categorized in two different types:		Indicators a categorized in two different types:


	; Quantitative indicators		; Quantitative indicators
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	; Qualitive indicators		; Qualitive indicators
	: “Subjective” measures, which is based on personal opinions and are affected by feelings. Qualitive indicators are often gathered based on surveys to measure e.g. employee satisfaction.		: “Subjective” measures, which is based on personal opinions and are affected by feelings. Qualitive indicators are often gathered based on surveys to measure e.g. employee satisfaction.


	If other organizations are running the same KPIs, the project manager may benchmark their progress and performance with similar projects. However, it requires that both projects are measuring the same indicators to have a valuable comparison. This can indicate if the project is on track or optionally ahead of schedule which further actions are to be made. The possible benchmarking of two similar projects form the basis of knowledge sharing and mutual learning bites.		If other organizations are running the same KPIs, the project manager may benchmark their progress and performance with similar projects. However, it requires that both projects are measuring the same indicators to have a valuable comparison. This can indicate if the project is on track or optionally ahead of schedule which further actions are to be made. The possible benchmarking of two similar projects form the basis of knowledge sharing and mutual learning bites.

Gustav Josephsen at 11:55, 2 March 2019

2019-03-02T11:55:27Z

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Gustav Josephsen at 13:59, 27 February 2019

2019-02-27T13:59:02Z

← Older revision		Revision as of 13:59, 27 February 2019
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	== Limitations and challenges ==		== Limitations and challenges ==
	KPIs can be a beneficial PMS to regulate and monitor the progress of a project, but if not implemented and controlled correctly, the outcome of their use is less to none. The two main drivers of success, when using KPIs, is “''benefit from the project and top management commitment''” <ref name="Limitations of Performance Measurement Systems based on Key Performance Indicators"> Pidun, Tim and Felden, Carsten (2011). AMCIS 2011 Proceedings - All Submissions. 14.'' Retrieved 27. February 2019 from [https://aisel.aisnet.org/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=1013&context=amcis2011_submissions] </ref>. These two aspects regulate how the output of using KPIs is realized. Their need to be a management commitment along with a purpose of implementing KPIs in order for it to add value to the project.		KPIs can be a beneficial PMS to regulate and monitor the progress of a project, but if not implemented and controlled correctly, the outcome of their use is less to none. The two main drivers of success, when using KPIs, is “''benefit from the project and top management commitment''” <ref name="Limitations of Performance Measurement Systems based on Key Performance Indicators"> Pidun, Tim and Felden, Carsten (2011), ''Limitations of Performance Measurement Systems based on Key Performance Indicators''. AMCIS 2011 Proceedings - All Submissions. 14.'' Retrieved 27. February 2019 from [https://aisel.aisnet.org/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=1013&context=amcis2011_submissions] </ref>. These two aspects regulate how the output of using KPIs is realized. Their need to be a management commitment along with a purpose of implementing KPIs in order for it to add value to the project.

	The four main barriers of using KPIs is related to the “''effort required, data accessibility, consequences of measuring and disruption by new initiatives''” <ref name="Limitations of Performance Measurement Systems based on Key Performance Indicators"> Pidun, Tim and Felden, Carsten (2011). AMCIS 2011 Proceedings - All Submissions. 14.'' Retrieved 27. February 2019 from [https://aisel.aisnet.org/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=1013&context=amcis2011_submissions] </ref>. These things need to be taken into consideration when implementing KPIs. The workload must be defined along with the data source. Certain amounts of data take a certain amount of manhours to process and evaluate. The quality of the data must also be reviewed along with the accessibility. If the data is not easy retrievable, it can be an obstruction to the input of the KPIs. Sometimes retrieving data can also have consequences if the information is sensitive to a person or organization e.g. The entire work, which evolves around data care and processing, is problematic if not handled correctly. The exposure of sensitive information is often a main concern and risk to a project and may be treated with extreme care. Furthermore, new initiatives within a project can disrupt the entire use of KPIs. If a certain structure of workflow changes it can affect the KPIs, which are measuring the old workflow, and possibly make them irrelevant to the project. This risk must be taken into consideration when creating the desired KPIs to ensure they are not made inapplicable to the new changes.		The four main barriers of using KPIs is related to the “''effort required, data accessibility, consequences of measuring and disruption by new initiatives''” <ref name="Limitations of Performance Measurement Systems based on Key Performance Indicators"> Pidun, Tim and Felden, Carsten (2011), ''Limitations of Performance Measurement Systems based on Key Performance Indicators''. AMCIS 2011 Proceedings - All Submissions. 14.'' Retrieved 27. February 2019 from [https://aisel.aisnet.org/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=1013&context=amcis2011_submissions] </ref>. These things need to be taken into consideration when implementing KPIs. The workload must be defined along with the data source. Certain amounts of data take a certain amount of manhours to process and evaluate. The quality of the data must also be reviewed along with the accessibility. If the data is not easy retrievable, it can be an obstruction to the input of the KPIs. Sometimes retrieving data can also have consequences if the information is sensitive to a person or organization e.g. The entire work, which evolves around data care and processing, is problematic if not handled correctly. The exposure of sensitive information is often a main concern and risk to a project and may be treated with extreme care. Furthermore, new initiatives within a project can disrupt the entire use of KPIs. If a certain structure of workflow changes it can affect the KPIs, which are measuring the old workflow, and possibly make them irrelevant to the project. This risk must be taken into consideration when creating the desired KPIs to ensure they are not made inapplicable to the new changes.

	Project managers also tend to adopt KPIs based on other projects. This way the idea of the KPIs are based on a possible comparison between the two. Though this may affect the quality of outcome, because other projects’ KPIs may not fit the current project size, level or goal. KPIs can be used on an individual level and in project-, program- and portfolio management, but each different type requires different tailored KPIs. It is not necessarily the optimal KPIs regarding a certain project, even though they are similar in many ways. The choosing of KPIs must first reflect the process and workflows of the project and not similar ones. Afterwards the project manager can possibly have the opportunity of comparing KPIs, but they ought to fit his own project first in order to make the best possible use of KPIs.		Project managers also tend to adopt KPIs based on other projects. This way the idea of the KPIs are based on a possible comparison between the two. Though this may affect the quality of outcome, because other projects’ KPIs may not fit the current project size, level or goal. KPIs can be used on an individual level and in project-, program- and portfolio management, but each different type requires different tailored KPIs. It is not necessarily the optimal KPIs regarding a certain project, even though they are similar in many ways. The choosing of KPIs must first reflect the process and workflows of the project and not similar ones. Afterwards the project manager can possibly have the opportunity of comparing KPIs, but they ought to fit his own project first in order to make the best possible use of KPIs.

Gustav Josephsen at 13:57, 27 February 2019

2019-02-27T13:57:20Z

← Older revision		Revision as of 13:57, 27 February 2019
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	== Limitations and challenges ==		== Limitations and challenges ==
	KPIs can be a beneficial PMS to regulate and monitor the progress of a project, but if not implemented and controlled correctly, the outcome of their use is less to none. The two main drivers of success, when using KPIs, is ''benefit from the project and top management commitment'' <ref name="Limitations of Performance Measurement Systems based on Key Performance Indicators"> Pidun, Tim and Felden, Carsten (2011). AMCIS 2011 Proceedings - All Submissions. 14.'' Retrieved 27. February 2019 from [https://aisel.aisnet.org/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=1013&context=amcis2011_submissions] </ref>. These two aspects regulate how the output of using KPIs is realized. Their need to be a management commitment along with a purpose of implementing KPIs in order for it to add value to the project.		KPIs can be a beneficial PMS to regulate and monitor the progress of a project, but if not implemented and controlled correctly, the outcome of their use is less to none. The two main drivers of success, when using KPIs, is “''benefit from the project and top management commitment''” <ref name="Limitations of Performance Measurement Systems based on Key Performance Indicators"> Pidun, Tim and Felden, Carsten (2011). AMCIS 2011 Proceedings - All Submissions. 14.'' Retrieved 27. February 2019 from [https://aisel.aisnet.org/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=1013&context=amcis2011_submissions] </ref>. These two aspects regulate how the output of using KPIs is realized. Their need to be a management commitment along with a purpose of implementing KPIs in order for it to add value to the project.

	The four main barriers of using KPIs is related to the ''effort required, data accessibility, consequences of measuring and disruption by new initiatives'' <ref name="Limitations of Performance Measurement Systems based on Key Performance Indicators"> Pidun, Tim and Felden, Carsten (2011). AMCIS 2011 Proceedings - All Submissions. 14.'' Retrieved 27. February 2019 from [https://aisel.aisnet.org/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=1013&context=amcis2011_submissions] </ref>. These things need to be taken into consideration when implementing KPIs. The workload must be defined along with the data source. Certain amounts of data take a certain amount of manhours to process and evaluate. The quality of the data must also be reviewed along with the accessibility. If the data is not easy retrievable, it can be an obstruction to the input of the KPIs. Sometimes retrieving data can also have consequences if the information is sensitive to a person or organization e.g. The entire work, which evolves around data care and processing, is problematic if not handled correctly. The exposure of sensitive information is often a main concern and risk to a project and may be treated with extreme care. Furthermore, new initiatives within a project can disrupt the entire use of KPIs. If a certain structure of workflow changes it can affect the KPIs, which are measuring the old workflow, and possibly make them irrelevant to the project. This risk must be taken into consideration when creating the desired KPIs to ensure they are not made inapplicable to the new changes.		The four main barriers of using KPIs is related to the “''effort required, data accessibility, consequences of measuring and disruption by new initiatives''” <ref name="Limitations of Performance Measurement Systems based on Key Performance Indicators"> Pidun, Tim and Felden, Carsten (2011). AMCIS 2011 Proceedings - All Submissions. 14.'' Retrieved 27. February 2019 from [https://aisel.aisnet.org/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=1013&context=amcis2011_submissions] </ref>. These things need to be taken into consideration when implementing KPIs. The workload must be defined along with the data source. Certain amounts of data take a certain amount of manhours to process and evaluate. The quality of the data must also be reviewed along with the accessibility. If the data is not easy retrievable, it can be an obstruction to the input of the KPIs. Sometimes retrieving data can also have consequences if the information is sensitive to a person or organization e.g. The entire work, which evolves around data care and processing, is problematic if not handled correctly. The exposure of sensitive information is often a main concern and risk to a project and may be treated with extreme care. Furthermore, new initiatives within a project can disrupt the entire use of KPIs. If a certain structure of workflow changes it can affect the KPIs, which are measuring the old workflow, and possibly make them irrelevant to the project. This risk must be taken into consideration when creating the desired KPIs to ensure they are not made inapplicable to the new changes.

	Project managers also tend to adopt KPIs based on other projects. This way the idea of the KPIs are based on a possible comparison between the two. Though this may affect the quality of outcome, because other projects’ KPIs may not fit the current project size, level or goal. KPIs can be used on an individual level and in project-, program- and portfolio management, but each different type requires different tailored KPIs. It is not necessarily the optimal KPIs regarding a certain project, even though they are similar in many ways. The choosing of KPIs must first reflect the process and workflows of the project and not similar ones. Afterwards the project manager can possibly have the opportunity of comparing KPIs, but they ought to fit his own project first in order to make the best possible use of KPIs.		Project managers also tend to adopt KPIs based on other projects. This way the idea of the KPIs are based on a possible comparison between the two. Though this may affect the quality of outcome, because other projects’ KPIs may not fit the current project size, level or goal. KPIs can be used on an individual level and in project-, program- and portfolio management, but each different type requires different tailored KPIs. It is not necessarily the optimal KPIs regarding a certain project, even though they are similar in many ways. The choosing of KPIs must first reflect the process and workflows of the project and not similar ones. Afterwards the project manager can possibly have the opportunity of comparing KPIs, but they ought to fit his own project first in order to make the best possible use of KPIs.
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	Furthermore, adding KPIs to a project does not correlate with a better project. KPIs can be a very useful tool in order to realize greater deliverables from a project, but it does not secure an outcome of quality. KPIs is just a PMS which can be a helping hand in managing projects on different levels. Therefore, having KPIs is not a necessity to realizing a great project, but can be a key factor if implemented and used correctly.		Furthermore, adding KPIs to a project does not correlate with a better project. KPIs can be a very useful tool in order to realize greater deliverables from a project, but it does not secure an outcome of quality. KPIs is just a PMS which can be a helping hand in managing projects on different levels. Therefore, having KPIs is not a necessity to realizing a great project, but can be a key factor if implemented and used correctly.


	== Bibliography ==		== Bibliography ==

Gustav Josephsen at 13:55, 27 February 2019

2019-02-27T13:55:55Z

← Older revision		Revision as of 13:55, 27 February 2019
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	The following article evolves around '''Key Performance Indicators (KPI)''' and their use within an organization or a project team. The purpose of the article is to briefly introduce the reader to the use of KPIs and how to define them for given project, program or portfolio.		The following article evolves around '''Key Performance Indicators (KPI)''' and their use within an organization or a project team. The purpose of the article is to briefly introduce the reader to the use of KPIs and how to define them for given project, program or portfolio.

	KPIs is a ~~management tool~~, which can be used independent of the project size and structure. KPIs can be used in the different ~~levels~~ of ''Project, Program and Portfolio management'' and help to ensure quality. KPIs are used to track the progress of certain goals or sub goals within a business plan. By using KPIs the project manager can help ensuring the time schedule is kept, the expenses are regulated, and the customer satisfaction is improved e.g. This way the effects of different assessments can be monitored and compared to other projects running the same KPIs. Benchmark analyses can thereby ensure quality of work and learnings can be gathered and shared with similar organizations, creating optimized workflows and services.		KPIs is a '''Performance Management System (PMS)''', which can be used independent of the project size and structure. KPIs can be used in the different workflows of ''Project, Program and Portfolio management'' down to an individual level and help to ensure quality. KPIs are used to track the progress of certain goals or sub goals within a business plan. By using KPIs the project manager can help ensuring the time schedule is kept, the expenses are regulated, and the customer satisfaction is improved e.g. This way the effects of different assessments can be monitored and compared to other projects running the same KPIs. Benchmark analyses can thereby ensure quality of work and learnings can be gathered and shared with similar organizations, creating optimized workflows and services.
	KPIs are also used as a communication tool in order to create transparency and insights in the overall progress of the project. Communicated correctly KPIs can help motivate employees and keep stakeholders satisfied with the development of the project. KPIs can be an easy way to get a quick overview of the current project status and review, what the upcoming challenges are to be. In order to choose the right indicators for a certain project it is necessary to have a clear scope of the business plan and its goals. By just adopting KPIs uncritically from other organizations can result in analyses and benchmarks, which are not suiting for the current project. To realize the full potential of KPIs it is important to have a clear idea of which assessments are to be measured and how. The optimal use for KPIs can help improve the efficiency and effectiveness of the organization and its future projects. <ref name="The Standard for Program Management"> The Standard for Program Management — Fourth Edition (2017-10-01). PMI standards. Project Management Institute. ISBN 9781628253931. </ref>		KPIs are also used as a communication tool in order to create transparency and insights in the overall progress of the project. Communicated correctly KPIs can help motivate employees and keep stakeholders satisfied with the development of the project. KPIs can be an easy way to get a quick overview of the current project status and review, what the upcoming challenges are to be. In order to choose the right indicators for a certain project it is necessary to have a clear scope of the business plan and its goals. By just adopting KPIs uncritically from other organizations can result in analyses and benchmarks, which are not suiting for the current project. To realize the full potential of KPIs it is important to have a clear idea of which assessments are to be measured and how. The optimal use for KPIs can help improve the efficiency and effectiveness of the organization and its future projects. <ref name="The Standard for Program Management"> The Standard for Program Management — Fourth Edition (2017-10-01). PMI standards. Project Management Institute. ISBN 9781628253931. </ref>

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	== Limitations and challenges ==		== Limitations and challenges ==
			KPIs can be a beneficial PMS to regulate and monitor the progress of a project, but if not implemented and controlled correctly, the outcome of their use is less to none. The two main drivers of success, when using KPIs, is ''benefit from the project and top management commitment'' <ref name="Limitations of Performance Measurement Systems based on Key Performance Indicators"> Pidun, Tim and Felden, Carsten (2011). AMCIS 2011 Proceedings - All Submissions. 14.'' Retrieved 27. February 2019 from [https://aisel.aisnet.org/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=1013&context=amcis2011_submissions] </ref>. These two aspects regulate how the output of using KPIs is realized. Their need to be a management commitment along with a purpose of implementing KPIs in order for it to add value to the project.

			The four main barriers of using KPIs is related to the ''effort required, data accessibility, consequences of measuring and disruption by new initiatives'' <ref name="Limitations of Performance Measurement Systems based on Key Performance Indicators"> Pidun, Tim and Felden, Carsten (2011). AMCIS 2011 Proceedings - All Submissions. 14.'' Retrieved 27. February 2019 from [https://aisel.aisnet.org/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=1013&context=amcis2011_submissions] </ref>. These things need to be taken into consideration when implementing KPIs. The workload must be defined along with the data source. Certain amounts of data take a certain amount of manhours to process and evaluate. The quality of the data must also be reviewed along with the accessibility. If the data is not easy retrievable, it can be an obstruction to the input of the KPIs. Sometimes retrieving data can also have consequences if the information is sensitive to a person or organization e.g. The entire work, which evolves around data care and processing, is problematic if not handled correctly. The exposure of sensitive information is often a main concern and risk to a project and may be treated with extreme care. Furthermore, new initiatives within a project can disrupt the entire use of KPIs. If a certain structure of workflow changes it can affect the KPIs, which are measuring the old workflow, and possibly make them irrelevant to the project. This risk must be taken into consideration when creating the desired KPIs to ensure they are not made inapplicable to the new changes.

			Project managers also tend to adopt KPIs based on other projects. This way the idea of the KPIs are based on a possible comparison between the two. Though this may affect the quality of outcome, because other projects’ KPIs may not fit the current project size, level or goal. KPIs can be used on an individual level and in project-, program- and portfolio management, but each different type requires different tailored KPIs. It is not necessarily the optimal KPIs regarding a certain project, even though they are similar in many ways. The choosing of KPIs must first reflect the process and workflows of the project and not similar ones. Afterwards the project manager can possibly have the opportunity of comparing KPIs, but they ought to fit his own project first in order to make the best possible use of KPIs.


			=== General drawbacks ===
			Some of the main concerns regarding project management tools also relates to the use of PMSs. If KPIs is not treated and updated along the progress of the project, the main purpose of having them dies. Monthly or weekly reviews may be necessary to keep the KPIs up to date in order for it to stay relevant and provide useful information. Along with just leaving a PMS to die, not communicating KPIs correctly also erases their potential value to the project. There are no gains to be made if the communication strategy for the KPIs is not clearly structured and easy to explain. The KPIs can hold important information to the project, but this cannot be realized if the communication strategy does not function properly.

			Furthermore, adding KPIs to a project does not correlate with a better project. KPIs can be a very useful tool in order to realize greater deliverables from a project, but it does not secure an outcome of quality. KPIs is just a PMS which can be a helping hand in managing projects on different levels. Therefore, having KPIs is not a necessity to realizing a great project, but can be a key factor if implemented and used correctly.

	== Bibliography ==		== Bibliography ==
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	; '''”Environmental Management Systems”, Gilbert Dr. (2004), ''Processes, Inputs, Outputs, Constraints and Mechanisms''. Faculty Development and Instructional Design Center, Northern Illinois University.'''		; '''”Environmental Management Systems”, Gilbert Dr. (2004), ''Processes, Inputs, Outputs, Constraints and Mechanisms''. Faculty Development and Instructional Design Center, Northern Illinois University.'''
	: The article gives a brief introduction to defining processes, inputs, outputs, constraints and mechanisms in a project. Additionally, figures and examples simplify the work of identifying a project system.		: The article gives a brief introduction to defining processes, inputs, outputs, constraints and mechanisms in a project. Additionally, figures and examples simplify the work of identifying a project system.

			; '''“Limitations of Performance Measurement Systems based on Key Performance Indicators” Pidun, Tim and Felden, Carsten (2011).'''
			: The article explains the obstacles and drawbacks of implementing performance measurement systems focused on KPIs. The different barriers is outlined along with recommendations on how to avoid complications when implementing KPIs.


	== References ==		== References ==
	<references/>		<references/>

Gustav Josephsen at 09:45, 26 February 2019

2019-02-26T09:45:31Z

← Older revision		Revision as of 09:45, 26 February 2019
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	== Bibliography ==		== Bibliography ==
			; '''”The Standard for Program Management”, The Standard for Program Management — Fourth Edition (2017-10-01). PMI standards. Project Management Institute. ISBN 9781628253931.'''
			: The article mentions in which situations KPIs can be applied as a useful project management tool. It is shown in which context KPIs potentially are to increase the value of the project goal.

	; '''”Center for Lean”, Howbiz Management Consulting. ''Management tool to achieve structured strategy and ensure constantly improvement of main focus areas.''''		; '''”Center for Lean”, Howbiz Management Consulting. ''Management tool to achieve structured strategy and ensure constantly improvement of main focus areas.''''
	:		: The article summarizes the potential values of the right use of KPIs. It goes into the depth of the areas of project management, which can be monitored by the use of KPIs.

	~~; '''“Klipfolio”~~, ~~''Key Performance Indicator (KPI) – measure~~ of ~~performance against key business objectives~~.~~'''''~~
	:

	; '''”Performance Indicator”, Carol Taylor Fitz-Gibbon (1990), ''Performance indicators'', BERA Dialogues (2), ISBN 978-1-85359-092-4.'''		; '''”Performance Indicator”, Carol Taylor Fitz-Gibbon (1990), ''Performance indicators'', BERA Dialogues (2), ISBN 978-1-85359-092-4.'''
	:		: The article gives an overview of indicators used in KPIs. It is elaborated how to categorize indicators and to what extent, they are useful.

	; '''~~”The Standard for Program Management”~~, ~~The Standard for Program Management — Fourth Edition~~ (~~2017-10-01~~). ~~PMI standards. Project Management Institute. ISBN 9781628253931.~~'''		; '''“Klipfolio”, ''Key Performance Indicator (KPI) – measure of performance against key business objectives.'''''
	:		: The article explains the identification of steps towards defining KPIs for a project or organization. It is elaborated, which key points are to be focused on in order to structure the choice of KPIs.

	; '''”Environmental Management Systems”, Gilbert Dr. (2004), ''Processes, Inputs, Outputs, Constraints and Mechanisms''. Faculty Development and Instructional Design Center, Northern Illinois University.'''		; '''”Environmental Management Systems”, Gilbert Dr. (2004), ''Processes, Inputs, Outputs, Constraints and Mechanisms''. Faculty Development and Instructional Design Center, Northern Illinois University.'''
	:		: The article gives a brief introduction to defining processes, inputs, outputs, constraints and mechanisms in a project. Additionally, figures and examples simplify the work of identifying a project system.


	== References ==		== References ==
	<references/>		<references/>

Gustav Josephsen at 08:23, 26 February 2019

2019-02-26T08:23:01Z

Show changes