Well not always you can put numbers on the work and it becomes rather subject. It's depending on the projects I think. Maybe finishing on-time and within budget could be a good KPI. Saving Changes...
Project Manager should be evaluated on KPIs but also his / her interpersonnel skills , stakeholders feedback, Project Planning and its accuracy of deliverables, proactive approach on project. Saving Changes...
Depends on the value or benefit of the project from the view of the customer. Some want a project finished on time, no matter what the cost (the first Moon landing. Others want the cheapest possible solution and sacrificing quality and time is only a secondary concern.
So I would say it's balancing the constraints of a project as best we can while ensuring the customer gets the deliverables they want. That might be a "good job" in the mind of the project management professional. A "good job" in the mind of the customer will be when they sign off and are happy with the result.
Wrap KPI's and metrics around this. Saving Changes...
Samer, this is very wide question each activity can not be put on KPI only critical ones but even a PM negotiating with vendor and reduce cost can be considered a plus point but what is important is the end result, deliverable with quality if achieved ahead of time and under budget that should be super for a good business case project. If you want more complicated you can make a scale and number each activity, apply EVM on PM activities and come up with reasonable numbers. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
A PM is as Good as the end result he delivers + I agree with Muhammad’s comments. Saving Changes...
Sanjeev NawaniGlobal Digital Services Leader for all Portfolio Companies | Public Investment Fund, RiyadhPune, Maharastra, India
Very Interesting question... based on my experience, the ideal way to measure it will be an equal split of efficiency measures ( cost , time and quality ) and effectiveness measures ( alignment with stakeholders , effective communication , etc.)
Project manager measurement system should have higher percentage of output / tangible metrics while program manager should have more value linked metrics. Saving Changes...
Sanjeev covers the two main areas of "what" and "how". The only one I'd add is metrics related to their ongoing development - a PM who stagnates will not be an effective PM for long.
Kiron Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Why a project is started? To put strategy into action. That are the source for main metrics. For example, is strategy is to complete projects in one year then you have to complete projects assigned to you in one year with some amount of acceptable deviation where acceptable deviation is defined by your company risk rate. If your company strategy is gain into environmental stability then project assigned to you must generate zero incidents when product/services/results are implemented into the environment (that is related to quality). And so on. Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
The biggest metric I look for in Project Managers is whether they have complete mastery of their project schedules. At the very least they should be able to demonstrate immediately upon request which tasks are currently being performed, who is doing the work, and the risks associated with those tasks. They should also be able to demonstrate scenarios, such as how the schedule will be affected if a task is delayed for several days. Most of the projects I have seen fail have been because their Project Managers barely knew how to create and manage a project schedule, which makes failure all but inevitable.
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