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ویرایش: [Third edition]
نویسندگان: Kerzner. Harold
سری:
ISBN (شابک) : 9781119427322, 1119427509
ناشر: John Wiley & Sons
سال نشر: 2017
تعداد صفحات: [438]
زبان: English
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود)
حجم فایل: 8 Mb
در صورت تبدیل فایل کتاب Project management metrics, KPIs, and dashboards : a guide to measuring and monitoring project performance به فرمت های PDF، EPUB، AZW3، MOBI و یا DJVU می توانید به پشتیبان اطلاع دهید تا فایل مورد نظر را تبدیل نمایند.
توجه داشته باشید کتاب معیارهای مدیریت پروژه، KPI ها و داشبوردها: راهنمای اندازه گیری و نظارت بر عملکرد پروژه نسخه زبان اصلی می باشد و کتاب ترجمه شده به فارسی نمی باشد. وبسایت اینترنشنال لایبرری ارائه دهنده کتاب های زبان اصلی می باشد و هیچ گونه کتاب ترجمه شده یا نوشته شده به فارسی را ارائه نمی دهد.
استراتژیهای ضروری هارولد کرزنر در اندازهگیری عملکرد مدیریت پروژه با رشد پروژههای پیچیده، مشارکت ذینفعان و پیشرفتها در فناوری مبتنی بر بصری، معیارها و KPIها (شاخصهای کلیدی عملکرد) عوامل کلیدی در ارزیابی عملکرد پروژه هستند. سیستمهای گزارشدهی داشبورد دادههای عملکرد پروژه در دسترس را فراهم میکنند و به اشتراک گذاشتن این دادههای حیاتی به شیوهای مختصر و منسجم یک مسئولیت کلیدی ارتباطی همه مدیران پروژه است. این نسخه سوم از کارهای پیشگامانه کرزنر، معیارهای مدیریت پروژه، KPI ها و داشبوردها: راهنمای اندازه گیری و نظارت بر عملکرد پروژه، به مدیران عملکردی کمک می کند تا درک کاملی از معیارها و KPIها و نحوه استفاده از آنها به دست آورند. به علاوه، این نسخه شامل بخشهای جدیدی در مورد پردازش اطلاعات داشبورد، PMO و معیارهای مدیریت پورتفولیو، و انعطافپذیری ابزار BI است. • پوشش جامعی از انواع مختلف داشبورد، مسائل طراحی و برنامههای کاربردی ارائه میدهد داشبوردهای تمام رنگی را از برخی از موفقترین شرکتهای مدیریت پروژه، از جمله IBM، مایکروسافت، و سایرین ارائه میکند. عرشههای PPT به تفکیک فصل در دسترس هستند و یک بانک آزمایشی برای استفاده در ارائههای سمینار و دورهها در دسترس خواهد بود. آماده باشید تا آگاهی خود را از آنچه که مدیریت معیارهای خوب امروز واقعاً مستلزم آن است، تقویت کنید - و به دانشی برای اندازهگیری عملکرد مؤثرتر مجهز شوید.
Harold Kerzner’s essential strategies on measuring project management performance With the growth of complex projects, stakeholder involvement, and advancements in visual-based technology, metrics and KPIs (key performance indicators) are key factors in evaluating project performance. Dashboard reporting systems provide accessible project performance data, and sharing this vital data in a concise and consistent manner is a key communication responsibility of all project managers. This third edition of Kerzner's groundbreaking work, Project Management Metrics, KPIs, and Dashboards: A Guide to Measuring and Monitoring Project Performance, helps functional managers gain a thorough grasp of what metrics and KPIs are and how to use them. Plus, this edition includes new sections on processing dashboard information, portfolio management PMO and metrics, and BI tool flexibility. • Offers comprehensive coverage of the different dashboard types, design issues, and applications Provides full-color dashboards from some of the most successful project management companies, including IBM, Microsoft, and others Aligns with PMI’s PMBOK® Guide and stresses value-driven project management PPT decks are available by chapter and a test bank will be available for use in seminar presentations and courses Get ready to bolster your awareness of what good metrics management really entails today—and be armed with the knowledge to measure performance more effectively.
CONTENTS Preface 1: The Changing Landscape of Project Management 1.0 Introduction 1.1 Executive View of Project Management 1.2 Complex Projects 1.3 Global Project Management 1.4 Project Management Methodologies and Frameworks 1.5 The Need for Effective Governance 1.6 Engagement Project Management 1.7 Customer Relations Management 1.8 Other Developments in Project Management 1.9 A New Look at Defining Project Success 1.10 The Growth of Paperless Project Management 1.11 Project Management Maturity and Metrics 1.12 Project Management Benchmarking and Metrics 1.13 Conclusions 2: The Driving Forces for Better Metrics 2.0 Introduction 2.1 Stakeholder Relations Management 2.2 Project Audits and the PMO 2.3 Introduction to Scope Creep 2.4 Project Health Checks 2.5 Managing Distressed Projects 3: Metrics 3.0 Introduction 3.1 Project Management Metrics: The Early Years 3.2 Project Management Metrics: Current View 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 Metric 3.9 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 4: Key Performance Indicators 4.0 Introduction 4.1 The Need for KPIs 4.2 Using the KPIs 4.3 The Anatomy of a KPI 4.4 KPI Characteristics 4.5 Categories of KPIs 4.6 KPI Selection 4.7 KPI Measurement 4.8 KPI Interdependencies 4.9 KPIs and Training 4.10 KPI Targets 4.11 Understanding Stretch Targets 4.12 KPI Failures 4.13 KPIs and Intellectual Capital 4.14 KPI Bad Habits 4.15 BrightPoint Consulting, Inc.—Dashboard Design: Key Performance Indicators and Metrics 5: Value-Based Project Management Metrics 5.0 Introduction 5.1 Value over the Years 5.2 Values and Leadership 5.3 Combining Success and Value 5.4 Recognizing the Need for Value Metrics 5.5 The Need for Effective Measurement Techniques 5.6 Customer/Stakeholder Impact on Value Metrics 5.7 Customer Value Management 5.8 The Relationship between Project Management and Value 5.9 Background of Metrics 5.10 Selecting the Right Metrics 5.11 The Failure of Traditional Metrics and KPIs 5.12 The Need for Value Metrics 5.13 Creating a Value Metric 5.14 Presenting the Value Metric in a Dashboard 5.15 Industry Examples of Value Metrics 5.16 Use of Crisis Dashboards for Out-of-Range Value Attributes 5.17 Establishing a Metrics Management Program 5.18 Using Value Metrics for Forecasting 5.19 Metrics and Job Descriptions 5.20 Graphical Representation of Metrics 5.21 Creating a Project Value Baseline 6: Dashboards 6.0 Introduction 6.1 How We Process Dashboard Information 6.2 Dashboard Core Attributes 6.3 The Meaning of Information 6.4 Traffic Light Dashboard Reporting 6.5 Dashboards and Scorecards 6.6 Creating a Dashboard Is a Lot like Online Dating 6.7 Benefits of Dashboards 6.8 Is Your BI Tool Flexible Enough? 6.9 Rules for Dashboards 6.10 The Seven Deadly Sins of Dashboard Design and Why They Should Be Avoided 6.11 BrightPoint Consulting, Inc.: Designing Executive Dashboards 6.12 All That Glitters Is Not Gold 6.13 Using Emoticons 6.14 Misleading Indicators 6.15 Agile and Scrum Metrics 6.16 Data Warehouses 6.17 Dashboard Design Tips 6.18 TeamQuest Corporation 6.19 Logi Analytics, Inc.: Dashboard Best Practices 6.20 A Simple Template 6.21 Summary of Dashboard Design Requirements 6.22 Dashboard Limitations 6.23 The Dashboard Pilot Run 6.24 Evaluating Dashboard Vendors 6.25 New Dashboard Applications 7: Dashboard Applications 7.0 Introduction 7.1 Dashboards in Action: Dundas Data Visualization 7.2 Dashboards in Action: PieMatrix, Inc. 7.3 PieMatrix Overview 7.4 Dashboards in Action: International Institute for Learning 8: The Portfolio Management PMO and Metrics 8.0 Introduction 8.1 Critical Questions 8.2 Value Categories 8.3 Portfolio Metrics 8.4 Measurement Techniques and Metrics 8.5 Crisis Dashboards Index EULA LIST OF TABLES Chapter 1 TABLE 1.1 TABLE 1.2 TABLE 1.3 TABLE 1.4 TABLE 1.5 TABLE 1.6 TABLE 1.7 Chapter 2 TABLE 2.1 TABLE 2.2 Chapter 3 TABLE 3.1 Chapter 4 TABLE 4.1 TABLE 4.2 TABLE 4.3 TABLE 4.4 Chapter 5 TABLE 5.1 TABLE 5.2 TABLE 5.3 TABLE 5.4 TABLE 5.5 TABLE 5.6 TABLE 5.7 TABLE 5.8 TABLE 5.9 TABLE 5.10 TABLE 5.11 TABLE 5.12 TABLE 5.13 TABLE 5.14 TABLE 5.15 TABLE 5.16 TABLE 5.17 TABLE 5.18 TABLE 5.19 Chapter 6 TABLE 6.1 TABLE 6.2 TABLE 6.3 TABLE 6.4 TABLE 6.5 TABLE 6.6 TABLE 6.7 TABLE 6.8 Chapter 8 TABLE 8.1 TABLE 8.2 TABLE 8.3 LIST OF ILLUSTRATIONS Chapter 1 Figure 1.1 Generic Methodology Figure 1.2 “Engagement” Project Management Figure 1.3 New Developments in Project Management Figure 1.4 From Triple to Competing Constraints Figure 1.5 Growth of Information Systems to Support Project Management Figure 1.6 Growth of Information Systems to Support Project Management Figure 1.7 Project Management Maturity and Metrics Figure 1.8 Project Management Competitiveness Figure 1.9 Metric Risks to Maintain a Sustained Competitive Advantage Figure 1.10 Nonsustainable Competitive Advantages Figure 1.11 Sustainable Competitive Advantages Chapter 2 Figure 2.1 Stakeholder Relations Management Figure 2.2 Stakeholder Mapping Figure 2.3 Project Boundaries Figure 2.4 Recovery Life Cycle Phases Figure 2.5 Changes in Relative Importance Chapter 3 Figure 3.1 Determining Project Status Figure 3.2 Who Controls Costs? Figure 3.3 Selecting Metrics Figure 3.4 Metrics Value Spectrum Figure 3.5 Establishing the Project’s Strategy Figure 3.6 Postmortem Pyramid Figure 3.7 Metric Cost versus Value Figure 3.8 Best-Practices Classification Figure 3.9 Project Quad Figure 3.10 Toll Gate Overview Figure 3.11 Toll Gate 2 Checklist Figure 3.12 Project Toll Gate Dashboard Chapter 4 Figure 4.1 Typical Stakeholder Classification System Figure 4.2 Metrics Are Related Figure 4.3 A Boundary Box for a KPI Target Figure 4.4 Mahindra Satyam Customer Delight Index Figure 4.5 Setting Stretch Targets Figure 4.6 Reporting BHAG Progress Figure 4.7 The PMBOK® Guide and KPIs Figure 4.8 Project Management Knowledge Figure 4.9 Components of Intellectual Capital Figure 4.10 KPI Wheel Chapter 5 Figure 5.1 Project Management Value Conflicts Figure 5.2 Four Cornerstones of Success Figure 5.3 Categories of Success Metrics Figure 5.4 Shortcomings Figure 5.5 Quantitative versus Qualitative Assessment Figure 5.6 Boundary Box Figure 5.7 Growth in the Importance of Value Figure 5.8 Simplified Product Stages of Development Figure 5.9 Dimensions of Value Figure 5.10 Core Components of Project Management Value Figure 5.11 Traditional Triple Constraints Figure 5.12 Core Project Health Metrics Figure 5.13 Typical Steps in the Performance Metrics Process Figure 5.14 Value Metric/KPI Boundary Box Figure 5.15 Value Points for a Boundary Box Figure 5.16 Project Value Attributes Figure 5.17 Planned versus Assigned Labor Figure 5.18 Pay Grade of the Assigned Resources Figure 5.19 Hours Worked on Regular Time, Overtime, and Unstaffed Hours Figure 5.20 Work Packages Scheduled for Completion, Including Those Completed and Those Still Open Figure 5.21 Work Packages with a Critical Risk Designation Figure 5.22 Work Packages Adhering to the Budget Figure 5.23 Number of Baseline Revisions Figure 5.24 Number of Scope Changes Pending, Approved, and Denied Figure 5.25 Number of Action Items Open Each Month and How Long They Remained Open Figure 5.26 Number of Critical Constraints Each Month Figure 5.27 Number of Critical Assumptions That Are New or Have Been Changed Figure 5.28 Actual versus Promised Best Practices Used Figure 5.29 Project Complexity Factor Figure 5.30 Project Complexity Factor Appearing in the Metric Library Figure 5.31 Total Project Manpower Figure 5.32 Management Reserve Figure 5.33 Deliverables on Time or Late Figure 5.34 Deliverables Accepted or Rejected Figure 5.35 Cumulative Month-End CPI and SPI Data Figure 5.36 Color-Coded Unfavorable Variances (Monthly) Figure 5.37 Color-Coded Favorable Variances (Monthly) Figure 5.38 Estimate at Completion Figure 5.39 Risks Including Aging Figure 5.40 Value-Based Resource Application Model Figure 5.41 Value Metric Attributes Chapter 6 Figure 6.1 The Framework for a Typical Dashboard Figure 6.2 Dashboard Core Attributes Figure 6.3 Traffic Light Dashboard Indicators Figure 6.4 Figure 6.5 Typical Bar Chart Figure 6.6 Contrasting Colors Figure 6.7 Positioning of Icons Figure 6.8 Area Chart Figure 6.9 Area Chart, Stacked Figure 6.10 Area Chart, 100% Stacked Figure 6.11 Bar Chart, Clustered Figure 6.12 Bar Chart, Stacked Figure 6.13 Bar Chart, 100% Stacked Figure 6.14 Bubble Chart Figure 6.15 Column Chart, Clustered Figure 6.16 Column Chart, Stacked Figure 6.17 Column Chart, 100% Stacked Figure 6.18 Gauges Figure 6.19 Icons Figure 6.20 Line Chart Figure 6.21 Line Chart, Stacked Figure 6.22 Line Chart, 100% Stacked Figure 6.23 Tiered Stakeholder Identification in 3-D Figure 6.24 Summarized Milestone Reporting Figure 6.25 Breakdown of Labor Hours Figure 6.26 Causes of Failure Figure 6.27 A Square Pie Chart Figure 6.28 A Rotated Square Pie Chart Figure 6.29 Total Cost Breakdown per Work Package Figure 6.30 Cost Overrun Data Figure 6.31 Cumulative Month end CPI and SPI Data Figure 6.32 3-D Column Chart Figure 6.33 Possible Colors Figure 6.34 Column Chart with Gradients Figure 6.35 Column Chart Using Bright Colors Figure 6.36 Column Chart Using Shading Figure 6.37 Background Colors with Shading Figure 6.38 Concentric Circle Charts Figure 6.39 Radar Chart Figure 6.40 Dashboard with Buttons for Drilling Figure 6.41 EVMS Status Reporting Figure 6.42 Learning Curve on a Log-Log Plot Figure 6.43 Pointers on a Vertical Sliding Scale Figure 6.44 Cyclical Data Figure 6.45 Heat Map Figure 6.46 Using Emoticons Figure 6.47 Other Emoticons That Can Be Misinterpreted Figure 6.48 Column Chart Showing Favorable Variances Figure 6.49 Selecting the Right Areas for a Circle Figure 6.50 Burn-Down Chart Figure 6.51 User Displays to Show Context and Progress toward Targets Figure 6.52 Using Color to Improve Communication of Key Information Figure 6.53 Maintain Consistent Design for All Dashboards Figure 6.54 Sample Dashboard with Grouped Metrics Figure 6.55 How Parameters Can Be Used to Simplify Dashboard Design and Implementation and Improve Usability Figure 6.56 Simple Alert Triggered by a Threshold Figure 6.57 Sample TeamQuest Metrics Management Dashboard Figure 6.58 Data-Agnostic Metric Dashboard Solution Figure 6.59 Sample Dashboard with Grouped Metrics Figure 6.60 How Parameters Can Be Used to Simplify Dashboard Design and Implementation, and Improve Usability Figure 6.61 Simple Alert Triggered by a Threshold Figure 6.62 A Modern Dashboard’s Ability to Present Data and Information at Both a Summary and Detailed Level Makes It One of the Most Powerful Tools in a Business User’s Kit Figure 6.63 A Typical Dashboard. Figure 6.64 For Direct Relevance to Business Activities, Business Users Must Be Able to Act on What Is Presented in a Dashboard. Figure 6.65 Rainbow Colors and Their Perception Figure 6.66 Simple Dashboard Icons Figure 6.67 At-a-Glance Dashboard for Constraints Figure 6.68 Multicolor Status Reporting Figure 6.69 Color-Coded Variance Reporting Chapter 7 Figure 7.1 Financial and Nonfinancial Dashboard Metrics Figure 7.2 Overview Dashboard Figure 7.3 Executive Dashboard Figure 7.4 Project Support Dashboard Figure 7.5 Business Intelligence Dashboard Figure 7.6 IT Monitoring Dashboard Figure 7.7 Wireless Dashboard Figure 7.8 Hospital Performance Dashboard Figure 7.9 Business Intelligence Dashboard Figure 7.10 Insurance Call Centre Dashboard Figure 7.11 Business Intelligence Dashboard Figure 7.12 PieMatrix Portfolio Progress—Main Page Figure 7.13 PieMatrix Portfolio Progress—One Click to Display Milestone Dates and Project Status Indicators Figure 7.14 PieMatrix Portfolio Progress—Filtered to Only Show Risk and Issue State Projects Figure 7.15 PieMatrix Portfolio Progress—Full Portfolio Grouped by Priority Figure 7.16 Project Data Metrics—Custom Project Data Fields for Tracking Budgets and Other Portfolio Information Figure 7.17 PieMatrix Portfolio Progress—Project Drill-down View Showing Process Layers Figure 7.18 PieMatrix Portfolio Progress—Collaboration Window Displays Conversations Regarding a Project Issue Figure 7.19 PieMatrix Portfolio Metrics—View Multiple Drill-down Options with One Click Figure 7.20 PieMatrix To-Do List—Real-Time Dashboard Data Is Automatically Derived When Team Members Execute Steps Figure 7.21 PieMatrix to Do—Hover Over a Step to Show the Step’s Instructions for Correct Execution Figure 7.22 PieMatrix Project—Launch a Project and Select from Multiple Processes for Either Viewing or Execution Figure 7.23 PieMatrix Project—Selected Plan Phase and Turned on Progress Bars and Dates for Reporting Figure 7.24 PieMatrix Project—Selected Develop Project Charter Process Box to Show Its Steps Figure 7.25 PieMatrix Project—Hover Over a Step to Show Its How-to Instructions (Process Standard for Execution) Figure 7.26 PieMatrix Project Planning—Shows the Project’s Current Schedule as a Gantt Chart Figure 7.27 PieMatrix Project Planning—Shows the Project’s Initial Plan Schedule (Baseline Snapshot) as a Gantt Chart Figure 7.28 PieMatrix Project Planning—Displays a Comparison between Current and Baseline (Dark Blue) Schedules Figure 7.29 PieMatrix Project Planning—Roll-up Showing Gantt Chart for the Plan Phase Figure 7.30 PieMatrix Project—Displays Three Process Layers (or Work Streams) Ready for Viewing or Execution Figure 7.31 PieMatrix Project—Displays Three Processes in Tandem under the Plan Phase Figure 7.32 PieMatrix Process Authoring—Sampling of Possible Process Areas Used as Pie Template Figure 7.33 PieMatrix Process Authoring—Sampling of Possible Process Areas Used as Pie Template Figure 7.34 Impact upon Strategic Objectives Figure 7.35 Projects within the Business Area Figure 7.36 Project Origin Figure 7.37 Project Status within the Business Area Figure 7.38 Projects by Year of Approval Figure 7.39 Budget for the Projects Chapter 8 Figure 8.1 Portfolio Value Categories for Projects Figure 8.2 High-Level Project Portfolio Status Figure 8.3 Grouping of Projects