The document discusses measuring project performance through key performance indicators (KPIs). It states that while tracking time, cost and scope seems straightforward, measuring performance is more complex. It is important to determine what exactly is being measured, such as a single project's success, overall project performance, or project management effectiveness. Common KPIs include schedule adherence, budget compliance, issues, changes, defects, and stakeholder satisfaction. Performance reports summarize work performance data and information to update stakeholders on project status and forecasts.
The document discusses measuring project performance through key performance indicators (KPIs). It states that while tracking time, cost and scope seems straightforward, measuring performance is more complex. It is important to determine what exactly is being measured, such as a single project's success, overall project performance, or project management effectiveness. Common KPIs include schedule adherence, budget compliance, issues, changes, defects and stakeholder satisfaction. Performance reports summarize work performance data and information to update stakeholders on project status and forecasts.
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
This document provides an overview of a project management training module. The module aims to give participants a good understanding of fundamental project management principles and how to apply them to successfully manage projects. Key topics that will be covered include the PMBOK methodology, triple constraints, risk management, scheduling, budgeting, and stakeholder management. The training will teach participants how to develop realistic plans and deliver projects on time and budget. By the end of the module, participants should understand project management best practices and be able to apply the skills and knowledge gained to tasks in their everyday work.
Project Plan Development - A FlackVentures Training ExampleKate Pynn
Project planning is the construction of a dynamic agreement across diverse functional groups involved in a project. This agreement specifies:
Goals and deliverables of the project
What is being developed
Major activities that will be performed to achieve those goals
The assumptions that were made
Major risks, as they become known
The document discusses measuring project performance through key performance indicators (KPIs). It states that while tracking time, cost and scope seems straightforward, measuring performance is more complex. It is important to determine what exactly is being measured, such as a single project's success, overall project performance, or project management effectiveness. Common KPIs include schedule adherence, budget compliance, issues, changes, defects, and stakeholder satisfaction. Performance reports summarize work performance data and information to update stakeholders on project status and forecasts.
The document discusses measuring project performance through key performance indicators (KPIs). It states that while tracking time, cost and scope seems straightforward, measuring performance is more complex. It is important to determine what exactly is being measured, such as a single project's success, overall project performance, or project management effectiveness. Common KPIs include schedule adherence, budget compliance, issues, changes, defects and stakeholder satisfaction. Performance reports summarize work performance data and information to update stakeholders on project status and forecasts.
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
This document provides an overview of a project management training module. The module aims to give participants a good understanding of fundamental project management principles and how to apply them to successfully manage projects. Key topics that will be covered include the PMBOK methodology, triple constraints, risk management, scheduling, budgeting, and stakeholder management. The training will teach participants how to develop realistic plans and deliver projects on time and budget. By the end of the module, participants should understand project management best practices and be able to apply the skills and knowledge gained to tasks in their everyday work.
Project Plan Development - A FlackVentures Training ExampleKate Pynn
Project planning is the construction of a dynamic agreement across diverse functional groups involved in a project. This agreement specifies:
Goals and deliverables of the project
What is being developed
Major activities that will be performed to achieve those goals
The assumptions that were made
Major risks, as they become known
This document provides an overview of key elements to include in a project plan. It discusses the following components: scope management, time (schedule) management, cost management, quality management, human resource management, communications management, risk management, and procurement management. The document emphasizes that a project plan involves more than just a schedule and that a project manager should select the most appropriate components based on the project. It provides brief descriptions of each component and considerations for implementation.
ISPE guidelines - checklist for Project Managers to submit the Business case and feasibility. Really useful.
Mainly for the construction of Pharmaceutical facility, one must try to furnish these information before getting ahead
The document discusses a Program Management Office (PMO) for an engagement with Merck. It provides the PMO vision of proactively identifying and eliminating problems to deliver high quality results on time. It outlines the PMO lead's responsibilities including resource management, reviews, and business alignment. Tools like an Integrated Performance Management tool and End to End Resource Management system are described that help provide oversight and ensure governance.
There are three key takeaways from the document:
1. The three most important best practices areas in PPM/PMO are resource management, operations and metrics, and automation.
2. Strategic project categorization and selection is a hallmark of an effective PPM strategy.
3. The right technology solution can make a large difference in achieving solid ROI and meeting PPM and PMO objectives.
The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.
12 Terms You Should Know | Project Management Fundamentals
12 key terms that we think everyone should know (from beginners to experts)
12 key project management terms that she thinks everyone involved with projects should know. No longer get confused when confronted with unfamiliar terms
#projectmanagement #terms #tips #Tamdeed
This document provides a summary of project management services from SSCG, a global management consulting firm. SSCG offers portfolio, programme and project management consulting to help clients improve processes and capabilities. Key services highlighted include portfolio management, programme management office setup, benefits realization assessment, and project risk assessment. The document emphasizes that effective project management can help drive strategic alignment, reduce costs and improve success rates. Contact information is provided to learn more about SSCG's project management consulting offerings.
BASIS Quality Forum Presents
“Poor Business Analysis -The Culprit of IT project Failure”
The Problem Statement
Statistics on Project success rate
Finding the reason : the Culprit
The solutions
The stakeholders role
Ecosystem of a successful Project
The Merckometer tool was developed by the Merck PMO to address issues with tracking project-level financial metrics across the large Merck-HCL engagement. The tool aggregates key financial data from various projects, divisions, and lines of business to provide consolidated reporting and analysis. It analyzes vital metrics that impact profit margins and allows users to select metrics for analysis. The tool also includes monthly and quarterly projections to help identify underperforming areas. The Merckometer provides a single source of integrated financial data to help leadership make more informed strategic and tactical decisions.
fective project management is critical to ensure that the results meet stakeholder expectations, yet organizations resist project management due to the perception that it must be complex and require excessive effort and expense.
This solution set overview will help you:
•Understand the Project Management Essentials.
•Implement the essentials to improve project success rates.
•Link to tools and templates for successful project planning, monitoring, and communication.
Clear success criteria, strong soft skills, a focus on resource planning, and an active approach to project management are more important than formalized frameworks, certified project managers or complex software.
The document outlines 10 key project management goals: 1) finish projects on time, 2) control budgets, 3) improve team collaboration and communication, 4) improve productivity, 5) manage stakeholders' expectations, 6) optimally utilize resources, 7) improve effectiveness of team meetings, 8) create a data-driven culture, 9) simplify communication with clients, and 10) continue learning new practices. The goals are aimed at improving performance in areas like time management, cost control, teamwork, productivity, stakeholder satisfaction, resource use, meetings, decision making, client relationships, and professional development.
The document outlines the goals and services of an effective enterprise Project Management Office (PMO). The key goals are to complete projects on time and budget, optimize resource allocation, satisfy stakeholders, promote continuous improvement, align projects with strategic goals, communicate regularly with stakeholders, document and share lessons learned, and demonstrate the PMO's value through successful project delivery. The PMO aims to provide strategic alignment, governance, reporting, portfolio management, resource management, knowledge management, and other best practice services.
This slide deck is compiled from different studies and learning from organizations like PMI, KPMG and Harvard Business review.
It will go through project budget, scope, schedule and also continuous improvement, learning and changes.
Good for finding also tools and methodologies to make successful, continuous improvement to your management and especially leadership.
Best Practices for FPA and Month-End Close - FENG WorkshopJohn Clinton, CPA
The document discusses leading practices in financial planning and analysis (FP&A) and the close process. It provides examples of what leading companies are doing, including implementing rolling forecasts that are updated monthly and linked to business drivers. The document contrasts rolling forecasts with annual budgets and outlines the key components of best practice planning processes, such as collaborative target setting and linking rewards to performance. It also analyzes gaps between a company's current FP&A processes and better industry practices.
Effective governance is critical to ensuring effective delivery of projects and programmes. In this webinar, Ross Garland, an expert in project governance and project assurance, takes you through the principles that he regularly applies to the design of governance frameworks for projects and programs ranging in size from $50M to $5BN.
You can watch the full, recorded webinar at: www.axelos.com/events-calendar/principles-of-effective-ppm-governance
Effective governance is critical to ensuring effective delivery of projects and programmes. In this webinar, Ross Garland, an expert in project governance and project assurance, takes you through the principles that he regularly applies to the design of governance frameworks for projects and programs ranging in size from $50M to $5BN.
To watch the full recorded webinar please visit www.axelos.com/events-calendar/principles-of-effective-ppm-governance
Estimation is critical for making good project decisions and providing important information to stakeholders. However, estimation can be challenging due to many influencing factors. Underestimating can negatively impact productivity, quality, relationships and credibility. Improving estimation practices such as applying specific techniques and mining historical data can help create reliable estimates and improve project delivery, decision making, communication and cost control.
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
It is focusing on behalf of Digtialleverage Consulting Services providing Business Development Services by using Technologies in an appropriate manner at a right time in right place.This can offer as on-Site or offshore model.
Ba process plan- IGATE Global Solutions LTDDebarata Basu
This document provides an overview and agenda for a presentation on business analysis. It begins by defining business analysis and the role of a business analyst. It then discusses why business analysis is important to avoid issues like failed projects, lower productivity, and unrealized benefits. The document presents statistics showing that a majority of IT projects fail or face challenges due to incomplete requirements and lack of user involvement. It also outlines some of the risks involved like increased costs to fix requirements issues later in the project lifecycle. Finally, it discusses how the presenter's company can help clients with business analysis through services like requirements gathering and management, change request management, and documentation of processes.
Artem Bykovets: Чому люди не стають раптово кросс-функціональними, хоча в нас...Lviv Startup Club
Artem Bykovets: Чому люди не стають раптово кросс-функціональними, хоча в нас Agile? (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
This document provides an overview of key elements to include in a project plan. It discusses the following components: scope management, time (schedule) management, cost management, quality management, human resource management, communications management, risk management, and procurement management. The document emphasizes that a project plan involves more than just a schedule and that a project manager should select the most appropriate components based on the project. It provides brief descriptions of each component and considerations for implementation.
ISPE guidelines - checklist for Project Managers to submit the Business case and feasibility. Really useful.
Mainly for the construction of Pharmaceutical facility, one must try to furnish these information before getting ahead
The document discusses a Program Management Office (PMO) for an engagement with Merck. It provides the PMO vision of proactively identifying and eliminating problems to deliver high quality results on time. It outlines the PMO lead's responsibilities including resource management, reviews, and business alignment. Tools like an Integrated Performance Management tool and End to End Resource Management system are described that help provide oversight and ensure governance.
There are three key takeaways from the document:
1. The three most important best practices areas in PPM/PMO are resource management, operations and metrics, and automation.
2. Strategic project categorization and selection is a hallmark of an effective PPM strategy.
3. The right technology solution can make a large difference in achieving solid ROI and meeting PPM and PMO objectives.
The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.
12 Terms You Should Know | Project Management Fundamentals
12 key terms that we think everyone should know (from beginners to experts)
12 key project management terms that she thinks everyone involved with projects should know. No longer get confused when confronted with unfamiliar terms
#projectmanagement #terms #tips #Tamdeed
This document provides a summary of project management services from SSCG, a global management consulting firm. SSCG offers portfolio, programme and project management consulting to help clients improve processes and capabilities. Key services highlighted include portfolio management, programme management office setup, benefits realization assessment, and project risk assessment. The document emphasizes that effective project management can help drive strategic alignment, reduce costs and improve success rates. Contact information is provided to learn more about SSCG's project management consulting offerings.
BASIS Quality Forum Presents
“Poor Business Analysis -The Culprit of IT project Failure”
The Problem Statement
Statistics on Project success rate
Finding the reason : the Culprit
The solutions
The stakeholders role
Ecosystem of a successful Project
The Merckometer tool was developed by the Merck PMO to address issues with tracking project-level financial metrics across the large Merck-HCL engagement. The tool aggregates key financial data from various projects, divisions, and lines of business to provide consolidated reporting and analysis. It analyzes vital metrics that impact profit margins and allows users to select metrics for analysis. The tool also includes monthly and quarterly projections to help identify underperforming areas. The Merckometer provides a single source of integrated financial data to help leadership make more informed strategic and tactical decisions.
fective project management is critical to ensure that the results meet stakeholder expectations, yet organizations resist project management due to the perception that it must be complex and require excessive effort and expense.
This solution set overview will help you:
•Understand the Project Management Essentials.
•Implement the essentials to improve project success rates.
•Link to tools and templates for successful project planning, monitoring, and communication.
Clear success criteria, strong soft skills, a focus on resource planning, and an active approach to project management are more important than formalized frameworks, certified project managers or complex software.
The document outlines 10 key project management goals: 1) finish projects on time, 2) control budgets, 3) improve team collaboration and communication, 4) improve productivity, 5) manage stakeholders' expectations, 6) optimally utilize resources, 7) improve effectiveness of team meetings, 8) create a data-driven culture, 9) simplify communication with clients, and 10) continue learning new practices. The goals are aimed at improving performance in areas like time management, cost control, teamwork, productivity, stakeholder satisfaction, resource use, meetings, decision making, client relationships, and professional development.
The document outlines the goals and services of an effective enterprise Project Management Office (PMO). The key goals are to complete projects on time and budget, optimize resource allocation, satisfy stakeholders, promote continuous improvement, align projects with strategic goals, communicate regularly with stakeholders, document and share lessons learned, and demonstrate the PMO's value through successful project delivery. The PMO aims to provide strategic alignment, governance, reporting, portfolio management, resource management, knowledge management, and other best practice services.
This slide deck is compiled from different studies and learning from organizations like PMI, KPMG and Harvard Business review.
It will go through project budget, scope, schedule and also continuous improvement, learning and changes.
Good for finding also tools and methodologies to make successful, continuous improvement to your management and especially leadership.
Best Practices for FPA and Month-End Close - FENG WorkshopJohn Clinton, CPA
The document discusses leading practices in financial planning and analysis (FP&A) and the close process. It provides examples of what leading companies are doing, including implementing rolling forecasts that are updated monthly and linked to business drivers. The document contrasts rolling forecasts with annual budgets and outlines the key components of best practice planning processes, such as collaborative target setting and linking rewards to performance. It also analyzes gaps between a company's current FP&A processes and better industry practices.
Effective governance is critical to ensuring effective delivery of projects and programmes. In this webinar, Ross Garland, an expert in project governance and project assurance, takes you through the principles that he regularly applies to the design of governance frameworks for projects and programs ranging in size from $50M to $5BN.
You can watch the full, recorded webinar at: www.axelos.com/events-calendar/principles-of-effective-ppm-governance
Effective governance is critical to ensuring effective delivery of projects and programmes. In this webinar, Ross Garland, an expert in project governance and project assurance, takes you through the principles that he regularly applies to the design of governance frameworks for projects and programs ranging in size from $50M to $5BN.
To watch the full recorded webinar please visit www.axelos.com/events-calendar/principles-of-effective-ppm-governance
Estimation is critical for making good project decisions and providing important information to stakeholders. However, estimation can be challenging due to many influencing factors. Underestimating can negatively impact productivity, quality, relationships and credibility. Improving estimation practices such as applying specific techniques and mining historical data can help create reliable estimates and improve project delivery, decision making, communication and cost control.
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
It is focusing on behalf of Digtialleverage Consulting Services providing Business Development Services by using Technologies in an appropriate manner at a right time in right place.This can offer as on-Site or offshore model.
Ba process plan- IGATE Global Solutions LTDDebarata Basu
This document provides an overview and agenda for a presentation on business analysis. It begins by defining business analysis and the role of a business analyst. It then discusses why business analysis is important to avoid issues like failed projects, lower productivity, and unrealized benefits. The document presents statistics showing that a majority of IT projects fail or face challenges due to incomplete requirements and lack of user involvement. It also outlines some of the risks involved like increased costs to fix requirements issues later in the project lifecycle. Finally, it discusses how the presenter's company can help clients with business analysis through services like requirements gathering and management, change request management, and documentation of processes.
Semelhante a Maksym Vyshnivetskyi: PMO KPIs ( UA ). (20)
Artem Bykovets: Чому люди не стають раптово кросс-функціональними, хоча в нас...Lviv Startup Club
Artem Bykovets: Чому люди не стають раптово кросс-функціональними, хоча в нас Agile? (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Natalia Renska & Roman Astafiev: Нарциси і психопати в організаціях. Як це вп...Lviv Startup Club
Natalia Renska & Roman Astafiev: Нарциси і психопати в організаціях. Як це впливає на розробку продуктів та реалізацію інноваційних рішень (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Igor Protsenko: Difference between outsourcing and product companies for prod...Lviv Startup Club
Igor Protsenko: Difference between outsourcing and product companies for product managers and related challenges (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Anna Kompanets: Проблеми впровадження проєктів, про які б ви ніколи не подума...Lviv Startup Club
Anna Kompanets: Проблеми впровадження проєктів, про які б ви ніколи не подумали (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Anton Hlazkov: Впровадження змін – це процес чи проєкт? Чому важливо розуміти...Lviv Startup Club
Anton Hlazkov: Впровадження змін – це процес чи проєкт? Чому важливо розуміти різницю і як це впливає на результат (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Yana Bort: Ритм організації. Чи можливо синхронізувати великий ентерпрайз за ...Lviv Startup Club
Yana Bort: Ритм організації. Чи можливо синхронізувати великий ентерпрайз за допомогою Agile практик? (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Call8328958814 satta matka Kalyan result satta guessing➑➌➋➑➒➎➑➑➊➍
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Maksym Vyshnivetskyi: PMO KPIs ( UA ).
1.
2. Favorite pet
Ozzy Osbourne. Not that one, but this one with big ears ☺
The quote I like
«A journey of a thousand miles begins with a single step»
Master degree in economical geography
• Delivery Quality Monitoring and Support dept. (it’s not
about testing ☺), Director
• PM Chapter co-lead
Endless talks about
• Why Agile will not help us to survive
• And a bit about classical project management,
quality assurance and Kanban Method
Experience
• 10 year of project management in public sector and outsourcing
• 10 year in process management and quality assurance
Hello, world J
3. When your stakeholders ask you for a simple answer on their complicated question, the following
might take place…
“Answer to the Ultimate Question of Life, the Universe, and Everything”
4.
5. What is KPI
A KPI is a metric measuring how well the organization or an individual performs an operational, tactical or
strategic activity that is critical for the current and future success of the organization.
Wayne W. Eckerson
KPIs are high-level snapshots of how a project is progressing toward predefined targets.
• A major contributor to the success or failure of the project. A KPI metric is therefore only “key” when it
can make or break the project.
KEY
• A metric that can be measured, quantified, adjusted and controlled. The metric must be controllable to
improve performance.
PERFORMANCE
• Reasonable representation of present and future performance.
INDICATOR
Kerzner, Harold. Project Management Metrics, KPIs,
and Dashboards
6. SMART KPI characteristics
Specific: The KPI is clear and focused toward
performance targets or a business purpose.
Measurable: The KPI can be expressed quantitatively.
Attainable: The targets are reasonable and
achievable.
Realistic or relevant: The KPI is directly pertinent to
the work done on the project.
Time-based: The KPI is measurable within a given
time period.
7. • Performance metrics focuses on the outcome you want to achieve.
Strategic
• KPIs should be straightforward and easy to understand, not based on complex indexes that users do not know how to influence directly.
Simple
• Every KPI is “owned” by an individual or group on the business side who is accountable for its outcome.
Owned
• KPIs are populated with timely, actionable data so users can intervene to improve performance before it is too late.
Actionable
• The KPI can be updated frequently so performance can be improved if intervention is needed.
Timely
• The users can relate back to the origins of the use of the metric.
Referenceable
• The performance metric data can be measured and reported with reasonable accuracy.
Accurate
• The KPI can be used to drive the desired business outcome.
Correlated
• Frequent testing and analysis on the KPI can be conducted so that the data is realistic and not fudged or circumvented due to laziness.
Game-proof
• KPIs are always aligned with corporate strategy and objectives
Aligned
• KPIs are based on standard definitions, rules, and calculations so they can be integrated across dashboards throughout the organization.
Standardized
• KPIs gradually lose their impact over time, so they must be periodically reviewed and refreshed.
Relevant
Wayne W. Eckerson, Performance Dashboards: Measuring, Monitoring and Managing Your Business (2nd ed)
SMARTer KPI characteristics
8. KPI Qualitative Types
KPI Type Focus Examples
Diagnostic Current performance
# of deals or # of signed
contracts to date
# of parallel deployes Support team workload
Lagging Past performance # of signed contracts
# of ontime deploys per
period
# of request to support
Leading Drivers for future performance # of leads Time to deploy # of change requests
Leading indicators “represent things that are not facts yet in your business. They have the potential to lead facts later, but at the
moment … they are only suppositions, conjectures, and assumptions ... They are often told as narratives and stories rather than
metrics”
“Give us information (albeit subjective information) about where we might be headed. Leading indicators belong in every company’s
strategic toolkit, but all too often they are completely overlooked”
1. Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen by Rita Gunther McGrath
2. https://www.ritamcgrath.com/
9. “How to measure anything” by Douglas Hubbard: 5Q+4A
Five questions should be asked before KPIs are established for
measurement:
• What is the decision this KPI is supposed to support?
• What really is the thing being measured by the KPI?
• Why does this thing and the KPI matter to the decision being asked?
• What is known about it now?
• What is the value to measuring it further?
Four measurement assumptions that should be considered when
selecting KPIs:
• The problem in selecting a KPI is not as unique as one thinks.
• One has more data than one thinks.
• One needs less data than one thinks.
• There is a useful measurement that is much simpler than one
thinks.
10. Typical PMO ROI KPI
Percentage of projects using/following the enterprise project management system/framework
Ratio of project manager to total project staff (PM density)
Customer satisfaction ratings
Year-over-year throughput
Percentage of projects at risk or in trouble
Number of projects per headcount (staffing tolerance for projects)
Percentage of scope changes per project
Percentage of projects completed on time
Percentage of projects completed within budget
11. METRIC DESCRIPTION WHAT’S PREVENTING IMPLEMENTATION
% of terminated projects This is the number of terminated projects not aligned to strategy
as a % of the total project portfolio
Decision-makers are not brave enough to make hard decisions
Number of project resources with an agreed career path This is the number of project resources with a career
development plan as a % of the total number of project staff
Budgetary restrictions and defining development paths for
project resources is a complex exercise
Effectiveness score of project sponsors and owners
This is a rating of sponsors and owners by the project manager
assessing their contribution to the project
Largely dependent on maturity of organization. There is
reluctance to rate sponsors negatively when there’s likelihood of
them sponsoring future projects.
% of successful projects delivered per delivery approach type
(Managed delivery vs. Staff Augmentation)
This is the total number of successful project completions per
approach type as a % of the total number of projects in the
portfolio
Assessing the effectiveness of a particular delivery approach is
subjective
Number of improvement initiatives implemented based on the
PMO Roadmap
This is the number of improvement initiatives implemented as a
% of the total number of improvement initiatives identified
The perception of Maturity/Organizational Capability
assessments is that it is a time consuming and resource intensive
process
PMO Metrics
https://www.go2ppo.com
12. METRIC DESCRIPTION CONSIDERATIONS
STRATEGIC CONTRIBUTION
% of projects in the portfolio aligned to strategy
This is the number of projects active in the portfolio that are
aligned to strategy as a % of the total number of active projects in
the portfolio
Although easy to calculate, it requires the PMO to have a clear
definition of what qualifies a project to be aligned to strategy
% of strategically aligned projects
This is the number of strategically aligned projects as a % of the
total portfolio delivered in the last 12 months
To facilitate seamless measurement, a formal project closure
process that records the date on which the project was
completed must be in place. In addition, the PMO must ensure
that all projects are formally closed with the closure date
recorded
IMPROVE TIME TO MARKET
Average number of elapsed days between project proposal and
project activation
This is a calculation of the number of elapsed days between
project conception and project start as an average of the total
number of projects activated
The PMO’s management systems must allow for the recording of
project proposal and project approval dates for an effective
measurement.
% Increase/decrease in the number projects completed in the
last 12 months vs. previous period
This is a comparison of the number of projects completed in the
last 12 months against the previous period calculated as a %
Higher volumes of projects delivered does not equate to
increased value but does give an indication of productivity levels
PMO Metrics
https://www.go2ppo.com
13. METRIC DESCRIPTION CONSIDERATIONS
OPERATIONAL
% improvement of projects with approved scope changes
delivered on time in the last 12 months
This is the number of projects delivered on time in the last 12
months as a % of the total number of projects in the portfolio
compared to the previous period
A formal scope change process is required for accurate data
measurement
% of projects delivered within budget within the last 12 months This is the number of project delivered within budget in last 12
months as a % of the number of projects in the portfolio
Too stringent focus on money can lead to a decrease in quality
% of active project portfolio with scope changes This is the number of projects with scope correction or
deviation as a % of the total number of projects in the portfolio
Requires discipline to record and track project scope
Average time taken between identification of risks and
mitigation action
This is a calculation of the number of elapsed days between
identification of risks and mitigation action as an average of the
total number of risks identified
Only measures the responsiveness of project teams to
proactively manage risk without assessing the effectiveness of
the risk management strategy
GOVERNANCE
% adherence to governance requirements to
This is the number of compliant projects as a % of the total
project portfolio
Gathering data can be a time consuming process if governance
tracking and reporting is a manual process
% of projects subject to project health checks at each stage
gate
This is the number of projects with completed health checks as
a % of the total project portfolio
Consumes huge amounts of PMO resource time if done
manually
PMO Metrics
https://www.go2ppo.com
14. METRIC DESCRIPTION CONSIDERATIONS
RESOURCE MANAGEMENT
% of projects appropriately resourced at the time of project start
This is the number of projects that have met the project’s resource
requirements at the time of project start as a % of the total project
portfolio
Without a basic resource request process in place, this can be a
difficult metric to measure
% of active projects with resource challenges
This is the number of active projects with resource issues as a % of
the total project portfolio
To effectively measure resource challenges, the status reporting
template/format must include a mechanism for project managers
to report on resource challenges as part of the reporting cycle
RETURN ON INVESTMENT (ROI)
% of active projects with validated business cases
This is the number of active projects with approved business cases
as a % of the total project portfolio
An accessible document management system is required to limit
the time spent gathering data
% improvement in benefits delivered per year
This is a calculation of the total actual value of business-case
benefits realised as a % of the total value of planned business-case
benefits in a specific year compared to previous years
Tracking business benefit realization must be a coordinated effort
between the PMO and other areas of the business
STAKEHOLDER MANAGEMENT
Average customer/user satisfaction score This is the satisfaction score per project calculated as an average of
the total number of satisfaction assessments conducted
To connect project success with stakeholder satisfaction, the
project closure process must include the satisfaction assessment as
a formal step. It’s important to note that stakeholder ratings tend
to be confined to specific experiences and can be subjective.
PMO Metrics
https://www.go2ppo.com
15. METRIC DESCRIPTION CONSIDERATIONS
PEOPLE AND SKILLS
Average time taken to on-board project staff
This is the number of days taken to on-board a project resource
calculated as an average across the total number of project staff on-
boarded
While quicker on-boarding does not equate to competent project
staff, it forces the PMO to implement a basic on-boarding process for
project resources
% of project staff at the planned competency level
This is the number of project staff as a % of the total project staff
complement at the planned competency level
This metric can be difficult to measure if continuous competency
assessments of project resources and the skill mapping per project
role is not in place
PMO EFFECTIVENESS
% of completed projects versus cancelled or on-hold projects within
the last 12 months
This is the number of completed projects versus cancelled or on-
hold projects as a % of the total project portfolio within the last 12
months
Formal process that facilitates cancelling or placing projects on hold
must be in place
% of project status reports older than X number of days
This is the number of project status reports as a % of the total
project portfolio older than X number of days
This activity has the potential to consumes huge amounts of PMO
resource time if the process of conducting age analysis of project
status reporting is done manually
PMO Metrics
https://www.go2ppo.com
16. KPI management steps
Define Relevant KPIs
Establish Baselines and Targets
Collect and Analyze Data
Monitor KPI Performance
Identify Insights and Patterns
Conduct Root Cause Analysis
Drive Action and Continuous Improvement
17. Quality management gurus help in KPI analysis
William Edwards Deming
1900-1993
Walter Andrew Shewhart
1891 - 1967
Joseph M. Juran
1904 - 2008
18. “A process may be stable, yet turn out faulty items and mistakes. To take action on the process in response to
production of a faulty item or a mistake is to tamper with the process. The result of tampering is only to
increase in the future the production of faulty items and mistakes, and to increase costs – exactly the opposite
of what we wish to accomplish.”
E. Deming
Common (non-assignable) cause
• The natural variation in the process, part of process.
• No corrective actions are required. When using them
for improvement, process distortion (tampering) is
possible.
Special (assignable) cause
• The unexpected variation in the process
• Improvement actions are required
KPI analysis
22. Criteria are context-dependent
• variety of recipes
• delivery within an hour
• must be hot
Working hours:
Ordering pizza for
colleagues to
office
Evenings:
Ordering pizza for
kids
• simple recipes
• delivery within half an hour
• predictability of delivery
• can be reheated if it's cold
24. Criteria thresholds
For each criteria, the min level for one segment may exceed users’
expectations in another
Min
Criteria
Max
25. Net Promoter Score (NPS)
We are chosen by a
limited set of F4P
criteria!
How we are assessed
average subscription duration attrition
% billable hours
website visits
number of bugs/defects
average time on website per visit
total number of customers
employee satisfaction
return on investment (ROI)
revenue per customer
number of customer complaints
27. Another aircraft company KPI
We're committed to providing you with reliable and on-time baggage
service every time you fly. That's why we're backing your bags with a
guarantee: if your checked bag doesn't arrive at the carousel in 20 minutes
or less after any domestic flight, you are eligible to receive 2,500 bonus
miles. Just complete the below form no later than three days after your
flight's arrival. Requests should only be submitted after your flight.
https://www.delta.com/bags/bagsClaimAutomation.action
31. Improvement drivers:
• Use on temporary basis
• They inform progress of
improvements
3
Customer Fitness Criteria :
• Make them your KPIs
• Customers choose by them
• Different for each segment
• Establish thresholds of minimal and
exceptional performance
1 Health Indicators :
• Don’t make them your KPIs
• They’re important, but customers
• don’t choose by them
• Monitor within healthy ranges
2
None of the above ?
• Vanity metrics
• But they may fill some emotional
need - not be easy to remove
4
F4P criteria Summary
35. Flying by in instruments - 1
Q №1:
Would you recommend our product/service to your friends or colleagues?
0 1 2 3 4 5 6 7 8 9 10
I learned a lot from this workshop. I can immediately apply the new knowledge in my
practice. But the vast majority of my colleagues and friends have completely different
interests. I would not recommend this workshop to them.
38. KPI: easy to learn, hard to mastery
https://www.squirrelnorth.com/
Key Performance Indicators (KPIs) are key and, therefore, few
The key indicators aren’t always obvious. You have to know your market, your customers, understand their criteria, by which they find your products or services fit,
instead of your competitors’ or something else entirely, and the thresholds for those criteria
If you identify your KPIs as fitness criteria, here’s what happens when you game them: you only assure the important outcomes you wanted all along
Such KPIs may not be among the multitude of metrics you know in your familiar business domain and are tracking already
Fitness criteria lead to simple decision filters. At each decision point, big or small, strategic, tactical, planning, or operational, ask: does this option make us fitter by this
criterion?
The many metrics you’re already tracking in your business domain may be very good health indicators. It’s important to know their healthy ranges. Going outside the
range may be an early warning indicator that you may be off course to meet your fitness criteria and, consequently, attain your outcomes
As useful as health indicators may be, it’s important not to use them for motivation or rewards
Health indicators that are currently outside their healthy range point to potential improvements. We can set temporary improvement targets, with the understanding
how they impact our performance with respect to our fitness criteria (KPIs) and thresholds. We can see if what we’re trying to do is getting us closer to attaining the
given performance level.
39. Balanced scorecard
Balanced scorecard - a set of measures that gives top
managers a fast but comprehensive view of the business.
It provides answers to four basic questions:
• How do customers see us? (customer perspective)
• What must we excel at? (internal perspective)
• Can we continue to improve and create value? (innovation
and learning perspective)
• How do we look to shareholders? (financial perspective)
Robert S. Kaplan, David P. Norton
Scorecard guards against suboptimization. By forcing senior
managers to consider all the important operational measures
together, the balanced scorecard lets them see whether
improvement in one area may have been achieved at the expense of
another.
Robert S. Kaplan, David P. Norton
41. BSC follows strategy. Amazon 2015
Measures Targets
Number of Smartphones Sold
1.5% of Global Smartphone
shipment
Measures Targets
Average sessions to buy NPS score
Maintain the lead in the online
shopping segment and increase the
gap between rivals
Measures Targets
Number of purchases in new
product segments where Amazon
under-index compared to physical
stores
Service the biggest city in every
state by the end of 2015 with
Amazon fresh
Measures Targets
Sold items related to events
predicted by using the new data set
integration
Integrate data of at least one
partner in every under-index area
of products sale
Smartphone
sales
Enhance customer
shopping experience
and Increase (NPS)
Same day
delivery
Integrate third
party data for
better
recommendation
42. Dashboard vs scorecard
Dashboards are visual display mechanisms used in an operationally oriented performance measurement system that
measure performance against targets and thresholds using right-time data.
Scorecards are visual displays used in a strategically oriented performance measurement system that chart progress
towards achieving strategic goals and objectives by comparing performance against targets and thresholds.
Wayne W. Eckerson, Performance Dashboards: Measuring, Monitoring and Managing Your Business
Feature Dashboard Scorecard
Purpose Measures performance Charts progress
Users Supervisors, specialists Executives, managers, and staff
Updates Right-time feeds Periodic snapshots
Data Events Summaries
Display Visual graphs, raw data Visual graphs, comments
Kerzner, Harold. Project Management: A Systems
Approach to Planning, Scheduling, and Controlling
43. Dashboard is a communication tool
The fundamental challenge of dashboard design is to display all the required information on a single screen, clearly and without
distraction, in a manner that can be assimilated quickly.
If this objective is hard to meet in practice, it is because dashboards often require a dense display of information. You must pack a lot of
information into a very limited space, and the entire display must fit on a single screen, without clutter. This is a tall order that requires a
specific set of design principles.
Stephen Few, “Dashboard Design: Beyond Meters, Gauges and Traffic Lights,” Business Intelligence Journal Winter 2005
A project management dashboard is a visual display of a small number of critical
metrics or key performance indicators such that stakeholders and all project
personnel can see the necessary information at a glance in order to make an
informed decision. Raw data is converted into meaningful information. All of the
information should be clearly visible on one computer screen.
Kerzner, Harold. Project Management Metrics, KPIs, and Dashboards
44. Dashboard core attributes
Aesthetic
appearance -
The viewers
want to use
it.
Easily
understood -
The material
is easily
comprehend
ed.
Retention -
The material
will be
remembered.
Kerzner, Harold. Project Management Metrics, KPIs,
and Dashboards
https://www.chartr.co
45. Three Types of Performance Dashboards
Purpose Users Scope Information Updates Emphasis
Operational
Monitor
operations
Supervisors,
specialists
Operational Detailed Intraday Monitoring
Tactical
Measure
progress
Managers,
analysts
Departmental
Detailed /
summary
Daily/weekly Analysis
Strategic Execute strategy
Executives,
managers, staff
Enterprise
Detailed /
summary
Monthly /
quarterly
Management
• Monitor core operational processes
• Primarily used by front-line personel and
their supervisors
• Primarily deliver detailed information
that is only lightly summarized
• Most metrics are updated frequently
• Track departmental processes and
projects that are of interest to a segment
of the organization limited group of
people.
• Compare performance areas/projects, to
plans, forecasts, or last period’s results.
• Monitor the execution of strategic
objectives
• The goal is to align the organization
around strategic objectives and get every
group marching in the same direction
Kerzner, Harold. Project Management Metrics, KPIs,
and Dashboards
46. Building Dashboard: Dashboard Canvas
1. Team 7. Question →Format 2. Task details 9. Maintenance 3. Users
4. Context and data
consumption
6. Data
8. Sketch
5. Question and business goals
Who will develop the dashboard
Roles & Responsibilities
Why do we need this dashboard?
How will it help business?
How does the customer's
department work?
Who will use the dashboard?
What are their roles and tasks?
Who will be in the test group?
Who will be a data steward?
What objective/goals does the customer have?
What are the most important KPIs? What are the thresholds?
What does client do before and after using the dashboard? What is the
business process and what solutions are used?
What is the context of interaction?
How often and under what
conditions will the dashboard be
used?
Devices and conveying ways?
What data do we have?
How do we get it?
What is the data structure?
What graphs and visualizations will
address the questions from section
5?
How metrics can be aggregated?
How will we support the
dashboard and its users?
Adapted from Roman Bunin
51. KLT: key lesson’s takeaways
KPI key characteristics
• Aligned with stakeholders
• Free of wishful thinking
• Focused on goals
• Include leading and lagging
indicators
• Reviewed regularly
• Consider the environment
• Readable and explainable
• Support decision making
Fit-for-purpose focus
• KPI are indicators driving the
business
• Health indicators and
improvement drivers support
KPI
• Defined with front-line
personnel engagement
Dashboards
• Begin with an understanding
of the user’s needs.
• Should be defined from data
consumer point of view
• One dashboard is not enough
• Meet requirements of
aesthetic appearance, should
be easily understood and
keep retention