Rao Vasudeva GProgram Manager| Aeronautical Development AgencyBangalore, Karnataka, India
Hi Migdalia,
It may varies depends on the project complexity, length, application area. You may choose from 10 knowledge areas of PMBOK guide that fits for your project/s as a KPI.
I just scribble some of them
1. Time : Delivery of the project artifacts/entire project within or on time
2. Cost : Completing the project within or on budget
3. Quality : Completed Project Work/Deliverables shall be accurate and acceptable by the Client without any rework.
4. Communication :
1) Communicating the information/reports are effective and efficient.
2) Verbal and written communication is clear and understandable.
3) Listens to others. Evaluates the suggestions & bring consensus
among the team & stakeholders
5.Team Building/Collaboration :
1) Training : Provide training on time/when required to the team for
the project success.
2) Conflict Resolution : Should Resolve the conflicts in the team
3) Set the priorities to the Project activities and assigning the
same to the team members w.r.t the complexity, skills,
experience and other parameters
6. Process improvement :
1) Ensure process improvement and compliance
2) Collect metrics and conduct audits
3) Perform value creation in the key management activities
7. Monitoring & Controlling : Keep track of Project Plan w.r.t Project constraints in effect manner. Project Status Reports are accurate and easy understandable.
8. Lessons Learned : Collect & document Lessons learned for both the success and failure for future use of other projects or next phase of the current projects
9. Risks: Escalate the relevant Risks/issues to the senior management and clients at appropriate time.
10. Change Management : Effectively managing the changes to the project without any scope creep and maintain the project constraints
11. Resource allocation :
Hope this information may help you.
Regards,
Rao
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MIGDALIA VAZQUEZProject Management Professional| HealthcareTrujillo Alto, Puerto Rico
Thanks Rao,
What I found unfair is to measure the PM, solely based on the project metrics, that's why I was looking for other variables that can be related to the PM's competitiveness, knowledge and the performance of the work he/she is directly responsible to do.
Some projects get cancel by executive decisions, and the deliverables are never achieve, but the PM effort while the project was running should be valued.
Appreciate your suggestions, and will look further into them, although there are some that are not so easy to measure objectively, such as #4-3.
Thanks for your answer and for the time spent with this.
Greetings from P.R.
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Patrick QuirkManaging Partner| FOQUS Partners LLCLexington, Ky, United States
Hi, Migdalia.
Are you looking only for KPIs to differentiate PM performance against other PMs in the organization?
If not, you may want to consider an aspect of their performance measurement as team objectives. For example, if they are in a consulting organization, did the group achieve their billable/profitability targets as a whole? In a PMO, that may be that the PMO as a whole achieved their targets. I've typically found that the more clearly defined the organization's goals and KPIs, the easier it is to identify individual measures.
If you are seeking PM vs PM type measures, then I like measuring project performance against approved schedule (including change orders). Regardless of whether a project is complete, 25% complete at the time, cancelled, has significant scope changes, etc., you can at least measure how well the PM kept documentation and communication up to date. More an indirect measure of performance, but close to objective.
Another means is project satisfaction scores. In some cases, a successful project may still result in low PM scores, if the PM is perceived to have performed poorly. Alternatively, a cancelled project may generate high PM scores, especially if the PM drives the cancellation of the project for the right reasons. Satisfaction scores are very subjective though so I'd recommend considering that when reviewing the results.
I hope that helps and good luck! Saving Changes...
MIGDALIA VAZQUEZProject Management Professional| HealthcareTrujillo Alto, Puerto Rico
Hi Patrick.
Thanks for your valuable suggestions.
What I'm looking for is a simple set of metrics that can be used in the PM's annual employee performance evaluation. Although I will be using the project end results metrics, I want to have fair metrics to measure the PM's individual performance. We are not using PM vs PM metrics.
I do agree with you that not necessarily a successful project is a result of a successful PM. The same way an unsuccessful project might not be the PMs fault. It could have been a bad business decision that the PM was asked to manage; a good project strategy that was impacted by an unexpected event (like economy changes, business structure changes, etc).
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Rao Vasudeva GProgram Manager| Aeronautical Development AgencyBangalore, Karnataka, India
Communication metrics (Listening, Verbal, Written..etc) can be obtained by taking feedback from stakeholders vertical & horizontal dimensions.
I may prepare & send you sample PM appraisal document. Saving Changes...
MIGDALIA VAZQUEZProject Management Professional| HealthcareTrujillo Alto, Puerto Rico
Thanks Rao.
I truly appreciate any samples you can share.
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Rao Vasudeva GProgram Manager| Aeronautical Development AgencyBangalore, Karnataka, India
"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."
