Searching for Best-Practice Examples of Measures ... and Measurement Programs
In the Measuring Performance workshop that I teach for PMI, I am often asked for specific measures can be used to prove the value of the PMO to executives. Of course, our own Value Measurement system includes a number of measures of this type, from numbers of projects completed in a certain time frame, to reductions in cycle time, to customer satisfaction measures. But I’m curious if any of our readers have gathered specific project performance measures within their PMOs that have led to other value measures that I could use as examples in my workshops in order to provide more variety to the participants.
Comments?
I'm also interested in how many companies are pursuing establishing a baseline for project management performance. A recent research study by PM College (results forthcoming soon in a new white paper) showed that, even among large, sophisticated companies, linking the value of improved project management to improvements in business metrics (ROI, profitability, time-to-market and the like) is still in its infancy. Have some of our readers advanced further - if not walking, perhaps crawling?
About the Author
Deborah Bigelow Crawford
Deborah Bigelow Crawford has more than 20 years of experience in business management and handles the operational and administrative functions of PM Solutions. Ms. Bigelow Crawford also serves as President of the PM College®, PM Solutions' training division, where she is responsible for the fiscal management and quality assurance of all training and professional development programs. Prior to joining PM Solutions, she served as the Executive Director of the Project Management Institute (PMI), and was instrumental in providing the foundation and infrastructure for the exponential growth that the Institute has maintained over the last 10 years. In addition, she served as the Executive Director of the PMI Educational Foundation. Over the last decade, she has authored numerous articles in PM Network, Chief Project Officer, and Optimize magazines. Ms. Bigelow Crawford is also co-author of the book Project Management Essentials. She has presented a variety of papers as a speaker at international symposia and conferences, and is a member of the National Association of Female Executives and the Project Management Institute.
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Deborah Bigelow Crawford
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