are your projects making the dean’s list?
DESCRIPTION
Featured Speaker: Linda Sabatelli, Project Manager, Miami University Have you reviewed a project portfolio and stared at columns of numbers, dates and Gantt charts only to wonder which projects are going to make the Dean's List and which ones are destined for dropout or failure? By turning the data in this report into Key Performance Indicators (KPIs), it is possible to identify projects that are thriving and those that are struggling. With these metrics in hand, management can intervene as soon as the project starts slipping and help get it back on track for the Dean's List. Linda Sabatelli, Project Manager at Miami University presents how her organization works with PowerSteering Software to optimize their project portfolioTRANSCRIPT
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Are Your Projects Making the Dean’s List?Presented by: Linda Sabatelli, PMP10/17/13
PowerSteering combines the robust project and portfolio management (PPM) functionality demanded by global organizations with the cost & speed-to-value benefits of cloud delivery and an unmatched level of flexibility. Easy to use and administer, it enables top-down program & portfolio management without requiring granular task & resource tracking, and provides class-leading analytic and financial tracking capabilities. Leading global organizations, including Merck, Staples, the US Department of Defense, and the UK National Health Service, rely on PowerSteering to accelerate results in IT, New Product Development, Process Excellence and Business PMOs. PowerSteering is part of the Upland family of cloud-based project, portfolio, and work management software products. Visit www.powersteeringsoftware.com for more information.
Located in Oxford, Ohio
Established 1809
Oxford Campus
▪ 15,081 Undergraduates
▪ 2,476 graduate students
Hamilton Campus
▪ 3,615 undergraduates
Middletown Campus
▪ 2,092 undergraduates
Voice of America Learning Center
▪ 126 graduate students
• >200 hours
• New Service or Application
• Small Projects
• <200 hours
• Daily ongoing work
Grow/
Transform
Partner
Requests
Operations
Intake Process• Partner Requests entered by users
• Scored for Impact, Urgency and Effort
• Prioritized based on score
• Business Case developed if applicable
Committees• Three review committees oversee intake and active projects:
• Academic IT Planning Committee
• Administrative IT Planning Committee
• Core IT Planning Committee
Liaisons 2 positions – one for Academic and one for Administrative
Portfolio Administrator Oversees Portfolio scoring, prioritization and reporting
Project Managers 4 Project Managers to lead large, cross functional and high risk
projects
Resource Managers Resource Managers lead small projects
Often have only one or two resources
7
Key Performance Indicators: are quantifiable measurements, agreed to beforehand, that
reflect the critical success factors of an organization.
Relatively Simple
Easy to Understand
Informative
Focused
Quantitative Calculated based on data readily available
Practical Easily be measured and understood
Shows Progress Toward a Goal Aligns with Departmental Goals and Strategy
Directional Polarity of values - either good or bad
Actionable Indicates something needs to change
Financial Measures financial performance
Provide "Just Enough" Information• For every data element in the dashboard, ask three
basic questions about it:
• Why are you requesting this particular data element?
• What will you do with the data?
• What have you done to make the data collection and
reporting as easy and practical as possible for those
affected?
Best Practices for Project and PMO Reporting: Creating Effective Executive Dashboards
Analyst(s): Audrey L. Apfel Published: 21 December 2011 ID:G00219141
http://my.gartner.com/portal/server.pt?open=512&objID=260&mode=2&PageID=3460702&resId=1881215&ref=QuickSearch&sthkw=project
+dashboard
What are we trying to change or impact? Success project execution and completion.
What data already exists? Planned start and finish dates
Planned effort
Actual effort
How often do you want to review? Weekly
Monthly
Objective
Successful execution and completion of
projects.
Goal #1: Complete projects on time.
KPI: Extension
= Current Duration – Baseline Duration / Baseline Duration
Example: 100 days – 80 days / 80 days = 25%
Goal #2: Set project duration and plan
resources based on the scope, complexity and
nature of the project.
KPI: Schedule Compression
Total Planned Labor Cost Last Week
Example: Project is a total of 24 hours at $50/hr = $1200
0
100
200
300
400
500
600
700
1 2 3 4 5 6
Planned Cost
Week
Spread Thin
Appropriate
Goal #3: Actual costs are in line with
planned costs.
KPI: Resource Utilization
▪ Formula: (Planned – Actual Labor Cost)
Planned Labor Cost
▪ Example: ( $1800 -1200)/$1800 = 33%
Goal #1 Goal #2 Goal #3
Issues Need to mentally interpret the data
Difficult to determine which projects are in trouble
Can’t tell which projects are likely to miss their
delivery date
• Construct the dashboard from the point of view of the user, not the
creator.
• Report what executives need to see to enable the changes they want to
make. Visibility, even into incomplete or imprecise data, will be
valuable, as long as the gaps are clearly described in the context of the
report.
• Make it easy for executives to figure out what to do quickly. They will
consume just enough data to make a decision or take an action. If they
can't find data that will serve one of those two purposes, they will just
ignore all of it.
• Do the analysis to guide executives to well-informed and timely
decisions and actions. If you are generating data for executives, you
have the right (and the responsibility) to be the first one to try to digest it.
Best Practices for Project and PMO Reporting: Creating Effective Executive Dashboards
Analyst(s): Audrey L. Apfel Published: 21 December 2011 ID:G00219141
http://my.gartner.com/portal/server.pt?open=512&objID=260&mode=2&PageID=3460702&resId=1881215&ref=QuickSearch&sthk
w=project+dashboard
• Convert each KPI into an Indicator
• For example, the indicators for Schedule
Compression are:Rating Indicator Range ($/week)
Excessive
Lag
-3 0-100
Curious Lag -2 100-400
On Target 1 400-700
Curious
Compression
2 700-1000
Excessive
Compression
3 >1000
• Removes the mental math and calculations
• Can focus on areas for improvement and take action
• Overall indicator allows management to prioritize where attention is needed
Benefits of Indicators
20
• Objective -> Goals -> KPIs -> Indicators
• Start simple
• Track Indicators before sharing publicly
• 5 or less = “Key” – the rest are just
“Performance Indicators”
This webcast session entitles you to obtain 1 PDU towards your PMP as per the PMI Organization.
This session appears on www.pmi.org web site page. Continuing Certification Requirements System: https://ccrs.pmi.org/search
Course information: Rep #: 2750
Provider Name: LMR Solutions
Course ID: 10172013
Program Name: Are Your Projects Making the Dean’s List?
Contact Linda Sabatelli at:
Contact Blake Bisson at:www.powersteeringsoftware.com
PowerSteering’s Business-Driven PPM Blog
http://www.powersteeringsoftware.com/blog/
Questions and Discussion