Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
A Measured Approach
Few organizations are investing enough time or money into developing a comprehensive project performance measurement program. Here are 10 steps to establishing meaningful measures, from the definition stage through continuous improvement.
If there is one thing almost all projects have in common, it is inadequate planning. This shortfall is particularly apparent in the area of planning performance measures. They are frequently collected by project management office (PMO) staff as a harried afterthought in response to customer or government requirements, such as the Government Performance Results Act (GPRA), CFO Act, President’s Management Agenda, Financial Management Integrity Act, OMB 300, and Sarbanes-Oxley. It is an understatement to say that these requirements are not ones to be taken lightly. Typically, the continuance of the project depends on meeting them successfully.
Still, few PMO organizations invest enough time and money into developing meaningful measurements. As a result, their measurements are useless most of the time. How, in a PMO — that bastion of serene efficiency — can such a paradox exist? The answer is that project and program managers are more concerned with the here and now than some pie-in-the-sky end state.
One of the first things they should do is define measures that are aligned to the organization’s information needs. But a project’s life …
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