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Metrics 2.0

Metrics 2.0. Rick A. Morris, PMP, OPM3, MCITP rmorris@rsquaredconsulting.com. Project Management Maxims. Projects with realistic budgets and timetables don’t get approved. The more desperate the situation the more optimistic the progress report.

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Metrics 2.0

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  1. Metrics 2.0 Rick A. Morris, PMP, OPM3, MCITP rmorris@rsquaredconsulting.com

  2. Project Management Maxims • Projects with realistic budgets and timetables don’t get approved. • The more desperate the situation the more optimistic the progress report. • A little risk management saves a lot of fan cleaning. • The difference between project success and failure is a good PR company. • Nothing is impossible for the person who doesn’t have to do it. • A project gets a year late one day at a time. • Activity is not achievement. • If at first you don’t succeed, rename the project. • Everyone wants a strong project manager - until they get one. • If project content is allowed to change freely, the rate of change will exceed the rate of progress. • A failing project has benefits which are always spoken of in the future tense. • Projects don’t fail in the end; they fail at conception. • If it wasn’t for the ‘last minute’, nothing would get done. • If you can keep your head while all about you is losing theirs, you haven’t understood the plan.

  3. Exercise • Pick any number between 1 and 10 • Double that number • Add 8 to the number • Divide the number by 2 • Subtract the number you started with • Now select the letter that corresponds to your number (i.e. A=1, B=2, C=3, etc.) • Now pick a country that starts with that letter. • Take the next letter that comes after that letter and choose a typical zoo animal that starts with that letter • Pick a logical color for that animal

  4. Metrics Beyond Normal • We need to track beyond what we are today. • % Complete, Budget Status, Project Status do not tell the whole story. • Are you getting what you need? • Are you getting participation from your team? • Are you being setup for success?

  5. Creating New Metrics • How do I measure it? • What does the data say? • How do we solve it? • Did it work?

  6. Sample Resource Metrics • # of times invited to a meeting • Meeting participation type • Meeting engagement level • # of times resource showed up • # of issues assigned • # of risks assigned • # of issues resolved • # of risks resolved • # of issues introduced • # of risks introduced • # of tasks assigned • # of tasks completed on time • # of tasks past due

  7. New Metric Outputs • Resource Participation Score (Based on meetings, issues, risks and tasks) • Resource Engagement Score (Based on attendance and completion of issues, risks, and tasks) • Resource Project Focus Rating (Overall ratio factoring in all metrics)

  8. Case Study • Large strategic project with multiple departments • One department met with executives directly to try to stop the go live of the project • Department head stated that the team was not consulted and that the project manager had not involved them appropriately in the project.

  9. Result • Stated that due to their project focus rating, it appeared that they did not want to be involved. • Invited to 47 meetings in which they never showed, 31 e-mails went unanswered, 3 issues were assigned that were not completed, 2 direct requests for assistance were not answered.

  10. Result • 83 separate requests went unanswered. • Reality was that once they saw the impact of the project at go live, they tried to save themselves.

  11. Other Metrics Initial Estimates • Date Estimate Requested – The date the sponsor requested the estimate • Best Case Estimate –Your best case estimate • Most Likely Estimate –Your most likely estimate • Worst Case Estimate –Your worst case estimate • PERT Estimate –Formula: (Best Case + (4 * Most Likely) + Worst Case) / 6 • Estimate Variance –Formula: (Worst Case - Best Case) /6 • Budget Number Selectedby Sponsor – The figure that actually made it into the budget Planning • Date Project Started Planning –The date planning on the project started • Estimate Presented by Project Manager –The figure you requested after planning • Date Estimate Presented by Project Manager –The date you presented the refined  figure • Baseline Estimate – The figure that was in the sanctioned budget Project Completion • Actual Cost – The actual cost of the project

  12. Reports • Actual Cost vs. Baseline Estimate (the most commonly tracked financial metric) • Actual Cost vs. Estimate Presented by the Project Manager (the most commonly forgotten metric) • Actual Cost vs. PERT Estimate • Estimate Presented by the Project Manager vs. Baseline Estimate • Time Elapsed between Date Estimate Requested and Date Estimate Presented by Project Manager

  13. Validate Assumptions as Metrics

  14. Social Media • Blog: www.pmthatworks.com • Twitter: @rickamorris • Linked In & Facebook updated often • Website: www.rsquaredconsulting.com • Call Greg Huffman at 678-480-9958 for more information

  15. Questions?

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