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About the Item
ISBN 13: 978-1-932159-25-7
Featuring a roadmap that can be applied in most any organization, this book presents a unique universal, value-based methodology for developing and using metrics as a management tool to baseline, monitor, manage, improve, align and reward performance of most any business function at any level. Metrics can specifically define the Value Chain and support the kind of clarity that will improve every business process and procedure if defined and implemented correctly. This book illustrates how to establish and manage an effective Metrics Program for improving performance and results. |
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Key Features
Establishes a shift in thinking from activity, input, and throughput to a focus on appropriate investments of time, effort and money for improving results
Enables the measurable definition of what constitutes "value, priorities” and establishes an objective language and measures for discussing enterprise initiatives and IT investments, teamwork, leadership, quality and much more
Provides a process for aligning strategic, annual, functional, and departmental objectives at the corporate level and includes an internal monitoring system for responding rapidly to internal or external changes
Develops near absolute clarity regarding manager-employee deliverables, expectations of managerial support, nature of interdependencies, and allocation of resources, which will improve teamwork within and between departments
Includes a business case for implementing a project management metrics program and over 200 Metrics that focus on specific value of utilization; relation to delivery speed of measured objective and cultural safety; and fraud sensitivity |
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About the Author(s)
Mel Schnapper, Ph.D., is the founder and past Chairman of the Metrics Specific Interest Group (SIG) of the Project Management Institute (PMI) and a leading expert in the development of metrics for measuring, managing and improving performance. His approach to metrics comes from his training in Organization Behavior (metrics are social products) and Linguistics (metrics must have a common meaning amongst those who work together). His current consulting activity is in the areas of: performance management systems, career development, succession planning, leadership skills, teamwork skills and, of course, measuring the effectiveness of all of these interventions. Mel’s current international consulting activity is in Afghanistan and Nigeria where he is bringing his metrics approach to democratization and government reform projects.
Steven C. Rollins, MBA, PMP, PMOP, is President, CEO and Founder of the ALLPMO Network serving 18 worldwide PMO niche-specific web sites free to the public at www.PMOUSA.com. Steve is a best-selling author and well known national subject matter expert in Enterprise Project Management implementations and improvements. Steve’s background includes extensive experience in industries such as Financial Services, Government, Healthcare, Human Resources, Information Technology, Insurance and Telecommunications. Steve has been a featured key-note speaker at many project management events speaking to “Growing the Business, The Value Proposition of Project Managers” at PMI Chapters and Businesses across the USA, Canada, Europe and Asia. Additionally, Steve is currently the PMI Metrics Specific Interest Group Chair and the Executive Chair of the Mid-America PMO Regional Group that operates as a chapter to the PMI PMO SIG with a membership of more than 700 people serving seven states in the midwest. |
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Table of Contents
Foreword
Acknowledgements
About the Authors
Preface
Part 1 – Defining the Methodology
Chapter 1 - Introduction
Chapter 2 - The Value of a Metrics Methodology on Business
Chapter 3- What is Value
Chapter 4 - How to Create and Exceed Value
Chapter 5 - Alignment of ALL Metrics
Chapter 6 - Skills Building Exercises
Part II - 3Ms Measurement Program for the Organization
Chapter 7 - Metrics and Program/Project Management
Chapter 8 - Role/Authority/Decision Making
Chapter 9 - Metrics and Corporate Culture
Chapter 10 - Initiatives That Support The 3Ms
Chapter 11 - Other Applications of 3Ms Methodology
Chapter 12 - Applying Theory of Constraints the TOC Way
Chapter 13 - The Value Proposition of an Organizational Project-Based Metrics Program
Part III – 3Ms Measurement Tools for the Organization
Chapter 14 – The Metric Profile Template
Chapter 15 – Project Management Context
Chapter 16 – Management Oversight
Chapter 17 – Project Integration Management
Chapter 18 – Project Scope Management
Chapter 19 – Project Time Management
Chapter 20 – Project Cost Management
Chapter 21 – Project Quality Management
Chapter 22 – Project Human Resource Management
Chapter 23 – Project Communications Management
Chapter 24 – Project Risk Management
Chapter 25 – Project Procurement Management
Chapter 26 – Project Fraud Management
Chapter 27 – Project Management Office Management
Part IV – Realizing the Value Proposition of an Implemented Measurement Program for your Organization
Chapter 28 – Metrics Maturity Model
Chapter 29 – Road Map Schedule for Implementing a 3M’s Measurement Program
Chapter 30 – Business Case for Implementing a 3Ms Metrics Program
Chapter 31 – Summary
Glossary
APPENDICES
Metrics Maturity Model
Project Schedule for 3Ms Implementation Roadmap
Business Case for Project Management Metrics
3M Metric Profile Samples |
