Kerzner, Harold,
Project management metrics, KPIs, and dashboards : a guide to measuring and monitoring project performance / Harold Kerzner, Ph.D., Sr. Executive Director for Project Management, The International Institute for Learning. - Third edition. - 1 online resource.
Includes index.
Project Management Metrics, KPIs, and Dashboards; Contents; Preface; 1 The Changing Landscape of Project Management; Chapter Overview; 1.0 Introduction; 1.1 Executive View of Project Management; 1.2 Complex Projects; Comparing Traditional and Nontraditional Projects; Defining Complexity; Trade-offs; Skill Set; Governance; Decision Making; Fluid Methodologies; 1.3 Global Project Management; 1.4 Project Management Methodologies and Frameworks; Light Methodologies; Heavy Methodologies; Frameworks; 1.5 The Need for Effective Governance; 1.6 Engagement Project Management 1.7 Customer Relations Management1.8 Other Developments in Project Management; 1.9 A New Look at Defining Project Success; Success Is Measured by the Triple Constraints; Customer Satisfaction Must Be Considered as Well; Other (or Secondary) Factors Must Be Considered as Well; Success Must Include a Business Component; Prioritization of Success Constraints May Be Necessary; The Definition of Success Must Include a "Value" Component; Multiple Components for Success; The Future; 1.10 The Growth of Paperless Project Management; 1.11 Project Management Maturity and Metrics 1.12 Project Management Benchmarking and MetricsBest Practice versus Proven Practice; Benchmarking Methodologies; 1.13 Conclusions; 2 The Driving Forces for Better Metrics; Chapter Overview; 2.0 Introduction; 2.1 Stakeholder Relations Management; 2.2 Project Audits and the PMO; 2.3 Introduction to Scope Creep; Defining Scope Creep; Scope Creep Dependencies; Causes of Scope Creep; Need for Business Knowledge; Business Side of Scope Creep; Ways to Minimize Scope Creep; 2.4 Project Health Checks; Understanding Project Health Checks; Who Performs the Health Check?; Life Cycle Phases 2.5 Managing Distressed ProjectsRoot Causes of Failure; Definition of Failure; Early Warning Signs of Trouble; Selecting the Recovery Project Manager; Recovery Life Cycle Phases; 3 Metrics; Chapter Overview; 3.0 Introduction; 3.1 Project Management Metrics: The Early Years; 3.2 Project Management Metrics: Current View; Metrics and Small Companies; 3.3 Metrics Management Myths; 3.4 Selling Executives on a Metrics Management Program; 3.5 Understanding Metrics; 3.6 Causes for Lack of Support for Metrics Management; 3.7 Using Metrics in Employee Performance Reviews 3.8 Characteristics of a Metric3.9 Metric Categories and Types; 3.10 Selecting the Metrics; 3.11 Selecting a Metric/KPI Owner; 3.12 Metrics and Information Systems; 3.13 Critical Success Factors; 3.14 Metrics and the PMO; 3.15 Metrics and Project Oversight/Governance; 3.16 Metrics Traps; 3.17 Promoting the Metrics; 3.18 Churchill Downs Incorporated's Project Performance Measurement Approaches; Toll Gates (Project Management-Related Progress and Performance Reporting); 4 Key Performance Indicators; Chapter Overview; 4.0 Introduction; 4.1 The Need for KPIs; 4.2 Using the KPIs
9781119427322 1119427320 9781119427599 1119427592
2017030981
Project management.
Project management--Quality control.
Performance standards.
Work measurement.
BUSINESS & ECONOMICS / Industrial Management.
BUSINESS & ECONOMICS / Management.
BUSINESS & ECONOMICS / Management Science.
BUSINESS & ECONOMICS / Organizational Behavior.
Electronic books.
HD69.P75 / K492 2017
658.4/04
Project management metrics, KPIs, and dashboards : a guide to measuring and monitoring project performance / Harold Kerzner, Ph.D., Sr. Executive Director for Project Management, The International Institute for Learning. - Third edition. - 1 online resource.
Includes index.
Project Management Metrics, KPIs, and Dashboards; Contents; Preface; 1 The Changing Landscape of Project Management; Chapter Overview; 1.0 Introduction; 1.1 Executive View of Project Management; 1.2 Complex Projects; Comparing Traditional and Nontraditional Projects; Defining Complexity; Trade-offs; Skill Set; Governance; Decision Making; Fluid Methodologies; 1.3 Global Project Management; 1.4 Project Management Methodologies and Frameworks; Light Methodologies; Heavy Methodologies; Frameworks; 1.5 The Need for Effective Governance; 1.6 Engagement Project Management 1.7 Customer Relations Management1.8 Other Developments in Project Management; 1.9 A New Look at Defining Project Success; Success Is Measured by the Triple Constraints; Customer Satisfaction Must Be Considered as Well; Other (or Secondary) Factors Must Be Considered as Well; Success Must Include a Business Component; Prioritization of Success Constraints May Be Necessary; The Definition of Success Must Include a "Value" Component; Multiple Components for Success; The Future; 1.10 The Growth of Paperless Project Management; 1.11 Project Management Maturity and Metrics 1.12 Project Management Benchmarking and MetricsBest Practice versus Proven Practice; Benchmarking Methodologies; 1.13 Conclusions; 2 The Driving Forces for Better Metrics; Chapter Overview; 2.0 Introduction; 2.1 Stakeholder Relations Management; 2.2 Project Audits and the PMO; 2.3 Introduction to Scope Creep; Defining Scope Creep; Scope Creep Dependencies; Causes of Scope Creep; Need for Business Knowledge; Business Side of Scope Creep; Ways to Minimize Scope Creep; 2.4 Project Health Checks; Understanding Project Health Checks; Who Performs the Health Check?; Life Cycle Phases 2.5 Managing Distressed ProjectsRoot Causes of Failure; Definition of Failure; Early Warning Signs of Trouble; Selecting the Recovery Project Manager; Recovery Life Cycle Phases; 3 Metrics; Chapter Overview; 3.0 Introduction; 3.1 Project Management Metrics: The Early Years; 3.2 Project Management Metrics: Current View; Metrics and Small Companies; 3.3 Metrics Management Myths; 3.4 Selling Executives on a Metrics Management Program; 3.5 Understanding Metrics; 3.6 Causes for Lack of Support for Metrics Management; 3.7 Using Metrics in Employee Performance Reviews 3.8 Characteristics of a Metric3.9 Metric Categories and Types; 3.10 Selecting the Metrics; 3.11 Selecting a Metric/KPI Owner; 3.12 Metrics and Information Systems; 3.13 Critical Success Factors; 3.14 Metrics and the PMO; 3.15 Metrics and Project Oversight/Governance; 3.16 Metrics Traps; 3.17 Promoting the Metrics; 3.18 Churchill Downs Incorporated's Project Performance Measurement Approaches; Toll Gates (Project Management-Related Progress and Performance Reporting); 4 Key Performance Indicators; Chapter Overview; 4.0 Introduction; 4.1 The Need for KPIs; 4.2 Using the KPIs
9781119427322 1119427320 9781119427599 1119427592
2017030981
Project management.
Project management--Quality control.
Performance standards.
Work measurement.
BUSINESS & ECONOMICS / Industrial Management.
BUSINESS & ECONOMICS / Management.
BUSINESS & ECONOMICS / Management Science.
BUSINESS & ECONOMICS / Organizational Behavior.
Electronic books.
HD69.P75 / K492 2017
658.4/04