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Project Performance
Hello everyone!

Do you have a guideline on project performance mitigation if a project is not doing well?

Also what are measures you use to determine if the portfolio is doing okay? If the project is doing okay?


Thank you!
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All these is part of the governance project. There is a method called Stage Gate Method where you have pre-defined stage gates. In those stage gates to lead a meeting with the steering committee to decide if you will put the project on-hold, kill the project or you continue the project. Associated with the method is the decision criteria about the what to do. Project/Program manager is accountable for creating all the needed information to take the decision. No matter if you use the method or not (I am using it from years most of the time with the needed customizations) is very important to understand that the decision will not rest in the project/program manager shoulders. Why? Because the program/project manager will not have all the needed information for that.
Danica -

1. It really depends on what we mean by "not doing well" and the materiality of the issue.

2. Project delivery success measures will also be context-specific, but in general you could look for things like: performance within approved baselines, forecasts for benefits vs original expected benefits, stakeholder satisfaction and team satisfaction. For a portfolio, it needs to tie back to the strategic objectives which the portfolio components were going to deliver - if those objectives are on track for being delivered and we are getting good "bang for the buck" and efficiently using financial resources and people's time, then the portfolio is doing well.

Kiron
Danica,

Portfolio and project performance are different.

PMBoK Guide ed7 Performance Domain 2.7 Measurement gives you a good overview what could be used for projects. I would recommend to use metrics that give you early warnings (if you prematurely spent all of the budget it is too late). Also, project health checks by outsiders (PMO, QA) can help.

Portfolio performance very much depends on the strategy and portfolio cycles. I start asking about how many projects were killed in the last cycle. If zero, there is probably a decision making problem.

Thomas
I do agree with Kiron.
I interpret "project not doing well" as a significant risk that project deliverables/objectives will not be achieved.First I would look at the reasoning behind the conclusion followed by trying to establish what objectives are at risk. Third step is to determine if the failure is fatal - the project deliverable will have no value. Fourth is to analyse what needs to be done to mitigate the failure (bring back on line), Fifth, establish revised objectives. Sixth, develop a plan to realise the revised objectives, and lastly - convince the stakeholders.
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1 reply by Peter Rapin
Nov 25, 2021 7:38 PM
Peter Rapin
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You most likely want to engage the shareholders at stage 2.
Nov 22, 2021 4:00 PM
Replying to Peter Rapin
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I interpret "project not doing well" as a significant risk that project deliverables/objectives will not be achieved.First I would look at the reasoning behind the conclusion followed by trying to establish what objectives are at risk. Third step is to determine if the failure is fatal - the project deliverable will have no value. Fourth is to analyse what needs to be done to mitigate the failure (bring back on line), Fifth, establish revised objectives. Sixth, develop a plan to realise the revised objectives, and lastly - convince the stakeholders.
You most likely want to engage the shareholders at stage 2.
Danica:

Kiron mentioned the project portfolio is tied to the organizations' strategy.
Documentation of best practices and lessons learned logs can effectively mitigate project risks in related or similarly related project efforts. Some organizations keep these types of data in their files.

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