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“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.
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.
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.
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.
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