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Value-Based Metrics for Improving Results

Value-Based Metrics for Improving Results

An Enterprise Project Management Toolkit
By Mel Schnapper and Steven Rollins
Hardcover, 6 x 9, 456 pages
ISBN: 978-1-932159-25-7
August 2006

LEARN & EARN: Get 7.8 PDUs in the PMI skill areas of Technical or Strategic and Business Management Skills

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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.
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
  • 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.
    Table of Contents

    About the Authors

    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

    Metrics Maturity Model 
    Project Schedule for 3Ms Implementation Roadmap 
    Business Case for Project Management Metrics
    3M Metric Profile Samples

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