Award-Winning Metrics For 2018
by Kevin Korterud
What are the best metrics for determining if a project is about to experience schedule, budget or quality slippages? These metrics are best categorized as delivery volatility metrics.
Executives already know when a project is in trouble — they are more concerned with those projects whose trajectory is on a currently unseen course to trouble.
PMI offers guidance on project metrics to help detect delivery volatility, such as the Cost Performance Indicator and Earned Value Management. While project reporting will likely have one or more of these metrics, I got to thinking what other metrics would indicate the potential of delivery volatility.
An additional complication is the various approaches used today, including agile, waterfall, company custom, software product, service supplier and regulatory. These can all generate their own set of metrics.
While pondering this question watching TV one evening, I noticed a multitude of movie, theater, television and music award shows that tend to occur this time of year. A characteristic of these shows is the numerous categories that are awarded to nominees — Best Supporting Actress, Best New Pop Group, Best Special Effects and so on.
As I was organizing my thoughts around metrics, I figured: Why not use award show categories to help shape an answer on which metrics would best suit early detection of delivery volatility?
As the Master Of Ceremonies for the 2018 Project Metrics Award show, here are a few of the winners:
As our projects become more complex and more numerous, the ability to deliver on a set schedule becomes more important. The SPI has the great benefit of comparing actual and planned progress in an objective manner: earned value/planned value.
The true power of SPI comes into play when selecting a method for earned value accumulation. Assuming work plans are at a level of granularity where task progress can be measured within a two to four week window, a conservative earned value scheme such as 0%/100%, 25%/75% based on task start and completion is a very objective means of calculating progress.
With these conservative schemes, you capture value when the tasks have started (when resources are truly free to work on tasks) and whether the task has been completed (usually with acceptance of completion by a project manager or stakeholder).
Given today’s tight delivery timeframes, as well as the need to coordinate delivery with other projects, SPI is a good indicator as to the schedule fitness of a project.
2. Best Supporting Emerging Metric: Functional Progress Metrics!
As I shared above, there are now a multitude of methods available to run projects. From these methods, all sorts of new metrics are available to project managers to identify delivery volatility. These metrics can include completed user stories, forecast backlog, project burndown, build objects, test case performance and many others.
In addition to these new metrics, a whole host of new waterfall, agile and other tools have come into play that capture functional progress outside of the traditional work plan tasks and milestones. In fact, work plan detail requirements can be relaxed when these tools are used to shed light on the functional progress of a project.
The power of these functional metrics is that they allow the next level of inspection underlying project phases, tasks and milestones to see delivery trajectory. For example, being able to see the detailed completion progress of requirements, build objects and test cases in automated tools allows project managers to catch underlying barriers to progress before it is revealed in a work plan.
As project managers, the universal outcome for our efforts is that we need to create value for our project executives and stakeholders. While activities can lead to creating value, our mission revolves around the production of deliverables in a timely manner to fulfill a project value proposition.
The inherent power in providing and approving deliverables in a timely manner is that they are completely objective means of progress. No matter what method, effort, dependencies, resources, tools or other constructs of project management are employed, deliverables are an indicator of whether you are making progress. The track of deliverables being created, reviewed and approved on schedule means you are making definitive progress toward value.
Creating a track of deliverables and their targeted completion dates with progress that can be monitored through other metrics allows a universally understood path to project completion. For example, if a deliverable has not yet been approved by stakeholders, you are making visible a potential schedule delay that would impair future work activities.
To host your own 2018 project metrics award show, one does not need a spotlight or trophies. You just need to think about what metrics can serve to detect early signs of delivery volatility beyond the self-declared green/yellow/red stoplights that are typically found in project status reports.
If you were handing out your very own 2018 project metrics awards, what categories would you select? What would win?
3 Tips to Enhance Your Leadership IQ
Education and Training,
Human Aspects of PM,
Reflections on the PM Life,
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Communication, Complexity, Education and Training, Ethics, Facilitation, Human Aspects of PM, Human Resources, Innovation, Innovation, Leadership, Leadership, Lessons Learned, Lessons Learned, Mentoring, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Reflections on the PM Life, Risk Management, Roundtable, Social Responsibility, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis
The boards I serve have common opportunities and challenges revolving around promoting a brand, balancing the operating budget and growing capital. Yet, while flawless leadership is expected, in actuality it is difficult to sustain.
As I reflected on why many organizations were challenged around execution, I realized that executives must improve their leadership intelligence around three key factors to enable success:
In my experience as a mentor and leadership coach, these tips can help align decision-making, leader accountability and stakeholder engagement to the needs of the customers, and improve the overall culture of the organization. As a result, the brand will come to life.
How have you improved your leadership intelligence?
Playing the Right Leadership Role
Education and Training,
Human Aspects of PM,
New to Project Management,
Reflections on the PM Life,
Categories: Best Practices, Career Help, Change Management, Communication, Communication, Complexity, Education and Training, Facilitation, Human Aspects of PM, Human Resources, Leadership, Leadership, Lessons Learned, Lessons Learned, Mentoring, New to Project Management, PMOs, Portfolio Management, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Reflections on the PM Life, Roundtable, Stakeholder, Strategy, Talent Management, Teams, Tools
By Peter Tarhanidis
It is not unusual for project leaders to fill a variety of leadership roles over the course of the many unique initiatives we take on.
As I transition from one client, program, employer or team to another, my personal challenge is to quickly work out the best leadership role to play in my new environment. Therefore, I find it helpful to have some knowledge of leadership theory and research.
Leaders must understand the role they fill in relation to staff and management. That typically falls into three categories, as defined by Henry Mintzberg, Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University, Montreal, Quebec, Canada:
Interpersonal: A leader who is either organizing the firm or a department, or acting as an intermediary. He or she is the figurehead, leader or liaison.
Informational: A leader that gathers, communicates and shares information with internal and external stakeholders. He or she is the mentor, disseminator, and spokesman.
Decisional: A leader that governs and has to make decisions, manage conflict and negotiate accords. He or she is the entrepreneur, disturbance handler, resource allocator and negotiator.
During one of my recent transitions, I thought I was a decisional leader, but I was expected to play an informational role. When I acted on information rather than sharing it and gaining consensus toward a common goal, my team was very confused. That’s why it’s so important to know the role you’re expected to fill.
When you start a new effort, how do you determine what role you’re expected to play? How has that contributed to your success?
by Dave Wakeman
In conversations with project managers I hear a lot about the causes of project failure. Here are three big ones that come up over and over again—and how to avoid these common traps.
1. Overpromising and under-delivering.
This will set you up for long-term failure because your sponsors and stakeholders will start to lose confidence in you.
While there are numerous reasons why you might go with this approach—from the inability to be truthful due to political pressure or a desire to please everyone—it almost always fails. When you make promises for the sake of not having to say no or wanting to please, you are just prolonging the pain.
Here’s how to avoid overpromising: When there’s pressure to come up with unrealistic promises, ask what is pushing these demands or why this timeline is important. Knowing the answer might help you prioritize parts of the project that can achieve those goals or help you reallocate resources in a more productive manner.
When pressures mount, it can be easy to think that we can or should step in to deal with any and every problem. But offering up ideas, thoughts, directions and other forms of advice meant to move the project along can often slow things down.
Micromanaging can feel good, but it is often destructive because it undermines the larger need to build trust and confidence in our subject matter experts (SME). If we don’t, we will find ourselves fighting a never-ending battle. We’ll try to stay on top of more and more as SMEs push back by not doing their best work because they feel we don’t trust them to do their jobs.
3. Withholding important information.
In my view, one of two things drives secrecy in projects: fear or lack of trust. Both often occur because you don’t have a good working relationship with your team, stakeholders or sponsors.
But as a project manager, your job is to manage the flow of communications into and out of a project so that smarter and wiser decisions can be made.
Set some guidelines and expectations for your communications with teams, stakeholders and sponsors. Then, as the project advances, judge your relationship against those expectations.
If you find that your information needs and expectations aren’t being met, you have to have a conversation with your team or stakeholders. Be clear with team members and/or stakeholders about how the information deficit is impacting the project.
The best project managers push themselves and their team to address uncomfortable situations before things get any worse. How have you built a project environment infused with trust and openness?
By the way, I write a weekly newsletter that focuses on strategy, value, and performance. If you enjoyed this piece, you will really enjoy the weekly newsletter. Make sure you never miss it! Sign up here or send me an email at email@example.com!
By Taralyn Frasqueri-Molina
Because human resources is so process-oriented, it’s easy to overlook its need for project and program management.
The human resources department’s projects may not be customer-facing and highly visible, but it is very likely that they will make your work life easier! They might be focused on integrating or retrofitting an HR information system, changing an organization-wide benefits provider, developing a new employee handbook or designing and releasing an employee satisfaction survey.
I’ve had the pleasure of working on several HR projects. Though they weren’t product launches delivering external customer value, they were critical to internal business operations. Because they are so essential to internal success, if you’re the person responsible for enterprise roadmapping, you must ensure HR projects are part of the way forward.
One human resources area that benefits exceptionally well from stellar project management is organizational design. Don’t pass up the chance to work on an organization redesign project—you’ll be teaming up with not only human resources, but also with service designers, team managers and executive leadership.
There are many stages to an organizational design project. Organizational design projects have a lot of moving parts. Early on, it can be easy to get stuck in the research and design parts, constantly reviewing and revising. Later, ensuring companywide adoption can seem like a never-ending slog. A project manager can be a boon during these critical phases by keeping the focus on smaller, incremental milestones, and communicating when that milestone progress is made. This keeps the project moving forward, the momentum continuing even though the results of the final goal may be nebulous and still too far away.
In the end, you’ll deliver a model that will become the operating structure for the entire organization—helping all of its employees navigate through a changing business environment. And maybe even disruptive changes that pose grave threats to the organization.
What types of human resources projects have you led? Where else do you thinking project management could be beneficial for human resources?