Video Synopsis Of This Article

Project Management for Today is pleased to offer a short Video Synopsis of our articles.  This video will share the article highlights with you in a quick fashion.

“In God We Trust, All Others Must Bring Data” – W. Edwards Deming

Every organization (especially PMO’s!) operates under a set of different business processes, each of which is there to serve the specific needs of the organization. The sole purpose of the portfolio of Metrics the organization chooses to maintain is to monitor whether the portfolio of business processes is meeting the needs of the organization. Without metrics, there is no mechanism for assurance of the delivery of business process benefits.

Every PMO Leader can define PMO delivery metrics such as number of active projects, current troubled (Yellow, Red) projects in the portfolio, or even the total cost of projects in the active portfolio. This article provides examples for metrics to effective manage other PMO business processes where metrics may be a little less common. These other PMO Business Processes are no less significant to what is going on in delivery. This is a point Don Clarke makes well in his The Value Of a Project Management Office (PMO) – Looking Beyond The “Price Of Admission” – (LINK) article.

PMO Staffing Metrics

Determination of the staff making up the PMO is a common business process within each organization. The question project management leaders need to ask is what is the organization trying to accomplish with staffing? Do personnel decisions need to be made with an eye on keeping overhead down to the lowest levels possible? Or should it be staffed with highly skilled, highly talented Project Managers? Metrics can and should vary greatly depending on the answers to these questions. The following table provides a list of common staffing metrics and provides key characteristics around usage.

Staffing Metrics

PMO Intake Metrics

Typically, a PMO will be responsible for the execution of the overall Intake process with inputs from leadership within the organization, although this function may be led by an organization’s Product Management organization. The following table provides a couple of key measurements for PMO / Product Management to help monitor the health of the overall Intake process.

Intake Metrics

Time Management Metrics

Time management is a critical function for project management. It helps to monitor the past and future consumption of labor for each project. It is also a critical component for resource managers as it justifies the reduction or increase in labor resources. This data is typically produced within the PMO or within Finance, but can be produced by each individual resource manager as well. The following table shows a few key metrics as well as suggestions on how to represent each one.

Time Management Metrics

________________________________________________________________________

I hope some of these metrics will be of use to you as they have certainly been of use to me as I have monitored these business processes within different environments in the past. Metrics are certainly a passion of mine, and you can be sure I will re-visit this topic in the future. Stay Tuned!

 

Tell me your thoughts in the comments and let’s open a dialog. I would be excited to hear other opinions on this topic.

Consider joining our LinkedIn Group to continue this conversation as well - CLICK HERE
We hope you will consider joining our Facebook Community as well.  Click on the image to your left to visit and join, or you can CLICK HERE

 



 

Reading this article qualifies you to submit a request for PDU’s from PMI.

This Article qualifies as follows:

PDU AMOUNT:  .25 PDU’s

CATEGORY:  TECHNICAL

For more information on registering your PDU’s with PMI – CLICK HERE

 

At Project Management for Today, we encourage conversation; agree with us or disagree with us, it’s all still knowledge, and we are here to share knowledge. Take a moment to add to the conversation by leaving a comment. It’s an opportunity to engage in the conversation!

If you believe in what we are doing, take a minute to share our articles on your social networks such as LinkedIn and other sites. Use the buttons on the left side of the page.

This article features content from a “Contributing Author” to the Project Management for Today Community. This content is published on this site with the author’s explicit permission. As with all articles on this site, this article is protected by copyright. If you are interested in becoming a Contributing Author to this site, you can learn more by reading the information HERE

 

You may republish this article in whole or in part with attribution to the author and a direct link back to the full article on this site. Attributions MUST include a hyperlink to the original article, as well as a "Canonical Link" reference embedded in the <head> section of the page.
#pmfortoday / #projectmanagement / #pdu / #pmi / #pmo / #pmbok / #pmblog / #pmoblog / #pmp / #pmi-acp / #pgmp

 

Karl Hallgrimsson

Karl Hallgrimsson

Co-Founder: Project Management for Today

Karl has worked in many different organizations over his 18+ Year career. These organizations include TeleTech, IBM, DaVita, and Hewlett Packard, Inc. He has served as a change agent in each organization, either by building up strong operational rigor in PMO's, or by greatly improving an organization's Analytics capability. Karl's contributions to this site provides practical recommendations suiting a variety of environments, which will be best suited for readers who are interested in updating their Analytics, PMO Operational, or Portfolio Management capabilities.
 
 
Karl Hallgrimsson - Co-Founder
Project Management for Today - https://pmfortoday.com
Email Me - CLICK HERE
LinkedIn Profile - CLICK HERE
LinkedIn Group - CLICK HERE

Articles by Karl Hallgrimsson - CLICK HERE

Advertisements B