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Lead / Lag Indicators - To Measure how you are performing ? Can you help with your Lead / Lag Indicator ?
Dear Members,

I'm currently working on Lead/Lag Indicators to measure how we are performing.

In performance management we often talk about “lagging” and “leading” indicators. But what do they mean exactly?
Lagging indicators are typically “output” oriented, easy to measure but hard to improve or influence while leading indicators are typically input oriented, hard to measure and easy to influence.
Let me illustrate this with a simple example: For many of us a personal goal is weight loss. A clear lagging indicator that is easy to measure. You step on a scale and you have your answer. But how do you actually reach your goal? For weight loss there are 2 “leading” indicators: 1. Calories taken in and 2. Calories burned. These 2 indicators are easy to influence but very hard to measure. When you order lunch in a restaurant the amount of calories is not listed on the menu. And if you are me, you have no clue how many calories you burn on a given day :)

Could you please help to share Lead and Lag indicators you used for Measuring Performance in Support / Remediation / Performance Improvement & Cost Reduction Programs and I also look forward for Steering Meetings can use this method ?

Thank you and looking forward your replies.
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i can tell for support
1st - take a dump of requests in a month and classify them as complex, medium and simple.
2nd - give the UoW (unit of work) calculations, like for complex requests we give 0.8 UoW, for medium - 0.4 and for simple - 0.1.
3rd add all the UoW's
4th calcualte time required to resolve these requests, we get them from timesheet.
5th Add you management hours also in that. request time + management hours
6th we then divide total hours/total UoW - this gives us productivity
7th and we divide only the total request time/UoW - we get efficiency

above this we have targets for productivity and efficiency.
Hi Saurabh,

Thanks for your reply.

Dear Members, looking forward your kind thoughts on Lead / Lag indicators (KPI) you have used for Performance Imporvement / Support / Remediation projects and Steering Meeting related metrics.

Thank you.
It seems leading indicators, especially, are difficult to isolate and measure. I have had very little luck in finding them myself. They are site-specific and transient. I am also tasked with detailing leading indicators to measure performance.

Some of my findings are based on, "Pink, D. 2011. Drive: The Surprising Truth About What Motivates Us. New York, NY. Penguin Group (USA), Inc."

Leading indicators we've come up with that would earn employees a bonus:
• Achieve professional certification. Mastery has been demonstrated to increase engagement, satisfaction, and productivity and foster intrinsic motivation (Pink, 2011).
• Benchmark other operations. Lessons learned elsewhere must be demonstrably and gainfully applied on site.
• Identify a leading indicator or root cause. By adding another leading indicator previously unidentified to this list, performance improves. Identify the areas of activity that present the greatest threat to performance or the most opportunities for improvement. Develop appropriate metrics.
• Create a positive work environment. Candidate will be evaluated by his department for his ability to create the right culture, build trust and respect, communicate effectively, and maintain a safe and healthy work environment.
Dear Members, I'm sorry for the pause, and many thanks for your reply, much appreciated.

What i need is your thoughts on Lead / Lag indicators (KPI) you have used for Performance Imporvement / Support / Remediation projects and Steering Meeting.
Any guidance is highly appreciated. Thank you.
Hey Ganesh,

It's good practice to quote the article from which you took your definitions and example:

The article also offers additional information which might help with this discussion.

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It's the old gag: people that pay for things never complain. It's the guy you give something to that you can't please.

- Will Rogers