HAROLD KERZNER, Ph.D., 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.

Chapter 1: The Changing Landscape of Project Management

Chapter Overview

1.0 Introduction

1.1 Executive View of Project Management

1.2 Complex Projects¹

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 (New section)

1.8 Other Developments in Project Management

1.10 The Growth of Paperless Project Management

1.11 Project Management Maturity and Metrics

1.12 Project Management Benchmarking and Metrics¹⁰

1.13 Conclusions

Chapter 2: The Driving Forces for Better Metrics

Chapter Overview

2.0 Introduction

2.1 Stakeholder Relations Management¹

2.2 Project Audits and the PMO

2.3 Introduction to Scope Creep

2.4 Project Health Checks

2.5 Managing Distressed Projects

Chapter 3: Metrics

Chapter Overview

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 Metric Traps

3.17 Promoting the Metrics

3.18 Churchill Downs Incorporated’s Project Performance Measurement Approaches

Chapter 4: Key Performance Indicators

Chapter Overview

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 KPI Failures

4.12 KPIs and Intellectual Capital

4.13 KPI Bad Habits

4.14 BrightPoint Consulting, Inc.—Dashboard Design: Key Performance Indicators and Metrics¹⁴

Chapter 5: Value-Based Project Management Metrics¹

Chapter Overview

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 CVM

5.8 The Relationship Between Project Management And Value

5.9 Background to 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

5.15 Industry Examples of Value Metrics

5.16 Use 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

Chapter 6: Dashboards

Chapter Overview

6.0 Introduction

6.1 Traffic Light Dashboard Reporting

6.2 Dashboards and Scorecards

6.3 Benefits of Dashboards

6.4 Rules for Dashboards

6.5 Bitwork, Inc.: Ten Questions to Ask Before Implementing A Dashboard Or Reporting System⁷

6.6 BrightPoint Consulting, Inc.: Designing Executive Dashboards⁸

6.7 All That Glitters Is Not Gold

6.8 Using Emoticons

6.9 Agile and Scrum Metrics

6.10 Mashup Dashboards

6.11 Dashboard Design Tips10

6.12 Pureshare, Inc.¹¹

6.13 Logixml, Inc.:¹² Dashboard Best Practices

6.14 A Simple Template

6.15 Summary of Dashboard Design Requirements

6.16 Dashboard Limitations

6.17 The Dashboard Pilot Run

6.18 Evaluating Dashboard Vendors

6.19 New Dashboard Applications

Chapter 7: Dashboard Applications

Chapter Overview

7.0 Introduction

7.1 Dashboards in Action: Ventyx, an ABB Company

7.2 Dashboards in Action: Johnson Controls, Inc.

7.3 Dashboards in Action: Computer Associates, Inc.²

7.4 Dashboards in Action: PIEmatrix, Inc.

7.5 Dashboards in Action: International Institute for Learning

7.6 Dashboards in Action: Westfield Insurance⁴

7.7 Dashboards in Action: Mahindra Satyam⁵

Chapter 8: Measurement-Driven Project Management¹

Overview

8.0 Introduction

8.1 Measurement Concepts²

8.2 Definitions

8.3 Measurement Process

8.4 Additional Information on Measurement Categories

8.5 Final Comments