Shannon MollenhauerSenior Project Manager Instructor| PM-ProLearnIl, United States
Keeping this simple because the organization in question has no PMO, no OPM maturity, and few people with PM training. Someone has suggested that on a project health metrics view we include scope, schedule, budget, and resource indicators. As a long-time PM with plenty of training, theory, AND practice, I would assert that reporting resource health as a separate metric is overkill for such an infant PM structure. A shortage or overallocation of resources is going to be reflected in the other metrics, so why track it as yet another "light on the dashboard"? We will identify the root cause of project issues in whichever domain they occur, so there will be tracking and reporting when a schedule is delayed or at risk when a staffing issue arises, for instance. But, does anyone else include a metric on executive views just for resources? Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
The key reason of reporting is to provide safety to the stakeholders (in this case management). Hence surprises should be avoided. A default place for any potential problems is the risk register. These problems may come from scope, schedule, cost but also from any other area, like team efficiency, contractor reliability.
I have often seen scope/schedule/cost reports which do not reflect the problems and if they do, it is too late (to the point Keith made).
As to the resources, a good way is to have a team morale index assessed every week. Could be done by a survey done each Friday. This will give you early indicators for all other metrics.
Ask yourself what does my management need to feel safe? (and you yourself from them to give them safety). Saving Changes...
