Project Management

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Looking for KPI examples for EPMOs

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Sandra Nelson Sr. Manager| CHG Healthcare West Jordan, Ut, United States
Hello! Our EPMO is growing and maturing. As part of that process, we are looking to implement KPIs for our project managers or a project manager performance scorecard. Our EMPO is comprised of the verticals of project management, change management, and program management (soon to add portfolio management). We currently have 20 individual contributor project managers and they work across the enterprise. We do a variety of project types from technology to business strategy to marketing. Looking for successful examples as we begin building out KPIs/scorecards. Thanks in advance!
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Aaron Porter
Community Champion
IT Director| Blade HQ Payson, UT, United States
The most effective measures are going to be the measures that leadership and stakeholders care about. You'll want some core measures for operational effectiveness that could be tied to minimum standards/project management practices, but these don't tell you if a PM is good at what they do; they just tell you the PM can do the basics. This is important, but it's not what drives value for the business.

When I was at Zagg, I started working on a PM competency assessment tool, based on information from the PMO Value Ring. (Now that PMI owns the PMO Value Ring, you can download the PMO Practice Guide from PMI, but it's really about the PMO, not PMs; it doesn't have all the same information in it, but could be useful for your EPMO.) You might consider measures for things like the ability to:
- influence others
- communicate effectively
- manage conflict
- maintain a "customer" focus
- coach and mentor others
- think beyond the project and product delivery to product utilization and value realization

********EDIT********
When you're deciding on the KPIs, use something like the following to determine which to use:
- How relevant is the KPI to an approved business objective?
- Rank order the KPIs according to relevance and importance?
- How easily can data be obtained for an objective measurement?
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Pavan Maddi
Community Champion
Buona Vista, Singapore

For EPMOs, a balanced KPI mix works best: delivery (on-time/on-budget %), stakeholder satisfaction, benefits realization, change adoption, and portfolio alignment. For PM scorecards, add leadership behaviors, communication, and risk management. Blend outcome and process metrics to drive maturity and trust
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Luis Branco CEO| Business Insight, Consultores de Gestão, Ldª Carcavelos, Lisboa, Portugal

Hi Sandra Nelson

Great to hear that your EPMO is evolving, integrating project, change, and program management (with portfolio management on the way) is a strong step toward delivering enterprise-wide value.

As part of implementing KPIs and performance scorecards for project managers, here are some commonly recommended indicators, aligned with principles advocated by Jim Highsmith, a key contributor to agile thinking and value-driven project leadership:

KPIs focused on value, learning, and strategic alignment:
- Business Value Delivered
ROI or realized strategic benefit
Percentage of deliverables adopted or actively used by stakeholders
- Stakeholder Satisfaction
Post-delivery feedback (e.g., internal NPS or survey scores)
Perceived alignment between project outcomes and business needs
- Adaptive Capacity and Responsiveness
Average time to respond to significant change
Number of successful strategic pivots during the project lifecycle
- Continuous Learning and Innovation
Number of hypotheses or experiments tested and validated
Improvements implemented based on retrospectives or stakeholder input
- Team Engagement and Health
Participation in ceremonies and shared decision-making
Indicators of psychological safety and collaboration
- Complexity vs. Adjusted Performance
Categorize projects by complexity to calibrate expectations accordingly
Useful for identifying best practices and contextual success factors

These KPIs are intended to move beyond traditional metrics like “on time and on budget.”
While such measures can be useful for health checks, they often fail to capture what really defines success.
Highsmith encourages focusing on outcomes, adaptability, and strategic alignment, rather than solely on deliverables or rigid control.

Regarding scorecards:
A composite scorecard could be used to weight these indicators (e.g., 30% value, 25% satisfaction, 25% learning, 20% team health).
Alternatively, vertical dashboards for each function (PM, Change, Program, Portfolio) can reflect specific dynamics and maturity levels.
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Sergio Luis Conte Helping to create solutions for everyone| Worldwide based Organizations Buenos Aires, Argentina
You have the "universal knowledge" embedded into tools like ChatGPT and Infinity. My recommendation is using it.

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