Hi PMO Practioners
What KPI performance that suit for organization that new for PMO establishment?
current status 70% behind schedule, 20% over budget, Project manager feel to much project (lack prioritization) Saving Changes...
If you are asking what is a good set of metrics to use when starting to establish project management standards, then I'd suggest first finding out what is important to your stakeholders and build a set of objective KPIs based on those.
Generically, you could look at schedule & cost performance, quality measures, benefits forecast vs. expected and stakeholder/team member satisfaction, but the specific KPIs and thresholds based on these will vary by your context.
Kiron
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1 reply by Andrianus Toar Pradaya Lonteng
Dec 19, 2022 12:47 AM
Andrianus Toar Pradaya Lonteng
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Hi kiron
Thank You
its any suggest, for new KPI with current condition that i mention
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Totally in line with Kiron’s response. While there are generic KPIs, you should define KPI and metrics that best suits your PMO, Organisation, and Strategic Goals. Saving Changes...
If you are asking what is a good set of metrics to use when starting to establish project management standards, then I'd suggest first finding out what is important to your stakeholders and build a set of objective KPIs based on those.
Generically, you could look at schedule & cost performance, quality measures, benefits forecast vs. expected and stakeholder/team member satisfaction, but the specific KPIs and thresholds based on these will vary by your context.
Kiron
Hi kiron
Thank You
its any suggest, for new KPI with current condition that i mention Saving Changes...
I agree with Kiron. the general metrics are for schedule, cost and quality. You may also need to define a few based on the project's, sponsor's, and customers' needs and/or the nature of the project and so on. Saving Changes...
If you know your projects are 70% behind schedule and 20% over budget, and you know that project volume and prioritization are a problem, establishing new KPIs might not be the right starting point. You could establish metrics around the number of projects per project manager, but that isn't really that helpful a metric unless the problem is that you have too much work for your PMs. It's helpful information - I'd limit it to no more than 5 active projects per PM, but there are variables that affect what can be effectively managed. You can do more for short periods of time, until they all demand attention at the same time. One project per PM would be nice but rarely happens.
If you can tie your projects to company and/or departmental objectives, you can start prioritizing the projects based on the priority of the objectives. You'll still have to get people to talk to each other to get things prioritized.
Then, make sure you have OKRs/KPIs for the project deliverables. Finishing a project does not create value, it creates potential value that should be monitored and measured after the project is over.
In short, fix your current situation and then look for measures that help you identify when you're heading back into that situation.
If you know your projects are 70% behind schedule and 20% over budget, and you know that project volume and prioritization are a problem, establishing new KPIs might not be the right starting point. You could establish metrics around the number of projects per project manager, but that isn't really that helpful a metric unless the problem is that you have too much work for your PMs. It's helpful information - I'd limit it to no more than 5 active projects per PM, but there are variables that affect what can be effectively managed. You can do more for short periods of time, until they all demand attention at the same time. One project per PM would be nice but rarely happens.
If you can tie your projects to company and/or departmental objectives, you can start prioritizing the projects based on the priority of the objectives. You'll still have to get people to talk to each other to get things prioritized.
Then, make sure you have OKRs/KPIs for the project deliverables. Finishing a project does not create value, it creates potential value that should be monitored and measured after the project is over.
In short, fix your current situation and then look for measures that help you identify when you're heading back into that situation.
hi aaron
well noted and agree Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Andrianus
KPIs are used to measure progress on a journey towards a goal. So a good KPI depends on the goal, the way chosen for the journey and it may change during the journey, depending on what the next hurdle to take.
For example, in a PMO we had problems with timely reporting of projects for the dashboard and used the KPI '%of projects report in time' for some months until we solved the issue.
Typical PMO KPIs are adherence to standards, PMs trained or certified, cost/schedule performance in average, # of troubled projects, customer satisfaction, team morale index. And I have seen funny ones like #of executive hours spent in escalations.
Sio, it very much depends on your situation, in particular your sponsor's intent. Make sure you do not overdo measurement. Saving Changes...
Latha Thamma reddiSr Product and Portfolio Management (Automation Innovation)| DXC TechnologyMckinney, Tx, United States
PMO we had problems with timely reporting of projects for the dashboard and used the KPI '%of projects report in time' for some months until we solved the issue.
Typical PMO KPIs are adherence to standards, PMs trained or certified, cost/schedule performance in average, # of troubled projects, customer satisfaction, team morale index. And I have seen funny ones like #of executive hours spent in escalations. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
My recommendation is following OKRs approach, what at the end is the same we did in the past just with a new name. I mean, if you are starting with this do not loose the opportunity to be sure that your indicators will contribute to company strategy. Saving Changes...
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