This is support for video presentation at www.youtube.com/watch?v=_yQAbnNSiYo How can we manage a project based on metrics that truly reflect all stakeholders' definition of success. Investigate how definition of success, critical success factors, KPIs fit together to form a measurement system. This PPT is the basis for a video presentation: visit tinyurl.com/cp6enwf

1. PROJECT
PERFORMANCE
MEASUREMENT
BEYOND THE TRIPLE CONSTRAINT
Bruno Collet, MBA, PMP
April 2013
www.brunocollet.com

2. WHY MEASURE PERFORMANCE?
The right
Information
To the right
People
At the right
Time
Effective
decision
making
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Bruno Collet 2013
1. What gets measured gets done!
2. Effective decision making
3. Guide people’s behavior proactively
4. Reduce administrative effort

3. DEFINING SUCCESS
Project
business
objectives
Identify
stakeholders
“What do
you expect?”
Objectives
and
constraints
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It starts with expectations of stakeholders
What they want… and what they don’t want
Competing constraints go beyond cost
and time, there can be many others
Critical
Success
Factors
Trade-off
decision
making
Bruno Collet 2013

4. Success is subjective
The Project Manager establishes a system to
measure performance as objectively as possible to
facilitate trade-off decision making.
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5. MEASURING SUCCESS
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Defining success
Measuring success
A KPI is calculated based on underlying metrics
and has an associated target.
Bruno Collet 2013

6. SELECTING KPIS
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Measurable
can be quantified
Predictive
can forecast situation
Relevant
linked to CSFs
Easy to collect
ideally automated
Actionable
can trigger actions
Bruno Collet 2013

7. EXAMPLE
We identify stakeholders and define CSFs and KPIs for a project.
Business objectives
• Deliver an e-commerce solution to increase online sales
• Establish a team to support solution
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Bruno Collet 2013

8. STAKEHOLDERS AND CSFS
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User
A high quality
product is
implemented
and utilized
Customer
Business
objectives are
achieved
Project meets
schedule and
budget targets
Delivery
Managers
Resources are
used
effectively
Team
Members
Project team is
able to
support
solution in the
future
Project particip
ants have
pride of
ownership
Conformance
bodies
Project
adheres to the
organization's
standards
Methods are in
place to
evaluate
benefit
realization
Bruno Collet 2013

9. CSFS AND KPIS
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• Value of features delivered at completion
• Quality of delivered features at completion
A high quality product is
implemented and utilized
• Incremental value delivery
• Increased online sales
Business objectives are
achieved
• Cost performance index (CPI)
• Schedule performance index (SPI)
Project meets schedule and
budget targets
• Resources needed vs. planned vs. available vs. used
• Team cohesiveness
• Cycle time of work packages
Resources are used
effectively
• Know-how transfer
• Develop framework for solution delivery
Project team is able to
support solution in the future
• Project reputation
• Contribution to professional development
Project participants have
pride of ownership
• Adherence to organization project management and technical standards
• Timely, accurate, and relevant project status and forecasts
• Effective change and risk management
Project adheres standards
and best practices
• Capability to assess benefit realization during and after project
Methods are in place to
evaluate benefit realization
CSFs Key Performance Indicators (KPIs)
Bruno Collet 2013

10. SOME KPIS IN MORE DETAIL
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KPI Owner Measurement method Target
Value of features
delivered at completion
Key User Value of features delivered,
forecasted to completion,
compared to total value committed
At least 90% (Good)
> 110% Excellent
> 90% Good
> 80% Poor
< 80% Critical
Quality of delivered
features at completion
Key User Number of major defects in
deployed solution, forecasted to
completion
No blocking defect and at most 3 major
defects (Good)
0 Excellent
1-3 Good
4-5 Poor
> 5 Critical
Incremental value
delivery
Customer Variance of % value delivered
(features used) / % Elapse time
At most 20% (Good)
< 10% Excellent
< 20% Good
< 30% Poor
> 30% Critical
Increased online sales Customer Monthly online sales generated by
solution, compared to monthly
pre-project only sales
Increase by 5% mid-project, 10% project-
end, 20% 6 months after delivery
> 100% Excellent
> 80% Good
> 60% Poor
< 60% Critical
Contribution to
professional development
Delivery
Team
Survey every member of delivery
team, calculate average
At least Good
1 Excellent
2 Good
3 Poor
4 Very badBruno Collet 2013

11. BRUNO COLLET MBA, MSC.IT, PMP
Project Management and Organisational Change Consultant
www.brunocollet.com
bruno@brunocollet.com
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Bruno Collet 2013
Project / Program Management
Change ManagementGovernance
PMI-PMBoKAgileRadical Management Lean