Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Think productivity is not a key metric for success of PMs.
It is related with how efficient processes are executed and so focused on one of the 3 areas PMs should master (look at new ECO): process (!), people, business.
Productivity/efficiency (process) has to be balanced with effectiveness/results (business) and stakeholder satisfaction (people). Efficiency also has to be balanced with creativity to match quickly changing environments, complexity and the need for solbing emerging problems.
You can also have look at PMI's PMCDF - PM competency development framework. Saving Changes...
Tamer Zeyad SadiqAssistant Cost Manager| Turner & TownsendRiyadh, Ar Riyad, Saudi Arabia
by monitoring of project performance due to cost and time and business analysis using requirement trace ability matrix to maintain the project deliverable is as per project requirements Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
First thing is to define what productivity meant for your company. Diferent companies have diferent meaning and metrics about productivity. On the other side I am in line with @Thomas comment. My recommendation is find what you need to meassure about your PMs At the end is simple because project are always aligned with strategy and strategy is something have meassures defined. Saving Changes...
it is important to shift away from maximizing utilization to maximizing value. In a PM's case, the latter can be measured based on the scale or complexity of the projects they are able to successfully manage.
I measure productivity through a few metrics. First, my organization has instituted a Customer Survey procedure where a survey is produced at certain milestones within the project execution. The questions asked measure Stakeholder Management, Project Leadership and Execution excellence through questions dealing with quality and execution schedule. Secondly, I use a 360 survey internally for the project teams. It provides leadership quality and effectiveness.
I have found it hard to measure a PM's efficiency and effectiveness solely on KPI's. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
If anything, I want my project managers to not be fully utilized. They need thinking time throughout the projects and some post-project time to help convert the lessons learned into organizational process assets.
...
1 reply by Bob Thomas
Jul 17, 2019 12:19 PM
Bob Thomas
...
That is a very good point! If the PM is running from meeting to meeting and task to task, they generally aren't going to perform as well as those who have less workload.
If anything, I want my project managers to not be fully utilized. They need thinking time throughout the projects and some post-project time to help convert the lessons learned into organizational process assets.
That is a very good point! If the PM is running from meeting to meeting and task to task, they generally aren't going to perform as well as those who have less workload.
...
1 reply by Kimberly McCoy
Jul 22, 2019 12:57 PM
Kimberly McCoy
...
I agree with this, and disagree at the same time, only because this is something I do on a regular basis. To compensate for this, I do put in extra hours and rely on my team to assist in things that need to be completed. I know not all others have this mentality, but it's a way for me to ensure that I am productive on all my projects.
I would measure them based upon success. Did the project meet its goals? Was it delivered on time and budget? Was it successful in the eyes of the stakeholders? Saving Changes...
We use productivity on our performance reviews but not for managing the day-to-day business. As others have stated, it is subjective. In our case, it involves a conversation with our functional manager about our performance based on expectations for our seniority level. It's basically a 1 to 5 scale with neutral = Met Expectations.
It is not an easy thing for which to define qualitative metrics. One PM may be working several straightforward projects with clearly defined processes, while another PM might be working a single highly complex project with many external stakeholder dependencies, and where unique processes must be point-designed to execute the project. The first may look like they are getting more done. The second may be providing more value to the business. Saving Changes...
