Could you clarify the question - are you looking for KPIs to measure the performance of the planner/scheduler, or rather, KPIs to measure the success of project delivery by the planner/scheduler?
Could you clarify the question - are you looking for KPIs to measure the performance of the planner/scheduler, or rather, KPIs to measure the success of project delivery by the planner/scheduler?
Kiron
It is to measure the performance of the planner. Saving Changes...
Frequency: You have to compare how often the update/report is actually done against how often it is supposed to be done (example: every 3 weeks instead of every 2 weeks)
Timeliness: You have to compare when the update/report is done against when it is done (example: 6.5 working days after month end instead of 5 working days after month end)
Accuracy: Number of error/defects found (example: 0.5 defect per update, 3 typos found per report)
Comprehensiveness: Number of times data missed (example: 3 incomplete fields per update)
This is just to guide you. You will have to figure it out based on what the work is and how it is performed. Hopefully it will give you ideas for additional performance metrics.
Remember: whatever performance metrics you define, that's what the planners and schedulers will work towards.
Frequency: You have to compare how often the update/report is actually done against how often it is supposed to be done (example: every 3 weeks instead of every 2 weeks)
Timeliness: You have to compare when the update/report is done against when it is done (example: 6.5 working days after month end instead of 5 working days after month end)
Accuracy: Number of error/defects found (example: 0.5 defect per update, 3 typos found per report)
Comprehensiveness: Number of times data missed (example: 3 incomplete fields per update)
This is just to guide you. You will have to figure it out based on what the work is and how it is performed. Hopefully it will give you ideas for additional performance metrics.
Remember: whatever performance metrics you define, that's what the planners and schedulers will work towards.
Frequency: You have to compare how often the update/report is actually done against how often it is supposed to be done (example: every 3 weeks instead of every 2 weeks)
Timeliness: You have to compare when the update/report is done against when it is done (example: 6.5 working days after month end instead of 5 working days after month end)
Accuracy: Number of error/defects found (example: 0.5 defect per update, 3 typos found per report)
Comprehensiveness: Number of times data missed (example: 3 incomplete fields per update)
This is just to guide you. You will have to figure it out based on what the work is and how it is performed. Hopefully it will give you ideas for additional performance metrics.
Remember: whatever performance metrics you define, that's what the planners and schedulers will work towards.
This is very helpful. Thank you very much Saving Changes...
Make sure that the KPIs actually align to factors within the control of the planner/scheduler.
Those roles are often heavily technical support with the planning and scheduling tools, rather than the people who make decisions on the timing and content of updates.
If a person updates some artifact when directed, you can't credit or blame them with the frequency. If you are measuring error rate, you should differentiate between error sources and whether they received bad data, or handled the information incorrectly.
As they say, "what gets measured gets done", so I have seen people game the metrics such as by completing work early when on-time performance was the top goal, even if it meant releasing an incomplete blank deliverable, and then revising it later with the intended content.
Make sure that the KPIs actually align to factors within the control of the planner/scheduler.
Those roles are often heavily technical support with the planning and scheduling tools, rather than the people who make decisions on the timing and content of updates.
If a person updates some artifact when directed, you can't credit or blame them with the frequency. If you are measuring error rate, you should differentiate between error sources and whether they received bad data, or handled the information incorrectly.
As they say, "what gets measured gets done", so I have seen people game the metrics such as by completing work early when on-time performance was the top goal, even if it meant releasing an incomplete blank deliverable, and then revising it later with the intended content.
Thanks Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Personal KPIs must be directly related to a person's job description and hopefully tied into the person's deliverables. Furthermore, the person's deliverables must benefit the project. As I have commented in another post, KPIs are a quality management process applied to the individual - "how do his deliverables stack up against expectations?". The same concept may be applied to teams as well.
As an example; if a person's responsibility is to report on information provided by others on a timely basis than "on-time" and "readability" may be reasonable KPIs. However if a person's responsibility includes report content than an accuracy KPI may be appropriate.
Bottom line: make sure KPIs are based on measurable known expectations based on responsibilities and reflect project needs. Remember "K" stands for KEY. Saving Changes...
"If you have an apple and I have an apple and we exchange apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas."
