playoutintelligence.com — measurements beyond deadline such as # docs, strategic goals, work in progress, resources, # infrastructure locations, # involved divisions...; define discreet boundaries for green, yellow, red status as % of plan deviation; keep list critical issues or events, sorted by impact on deadline, not functions, goals, resources - everything can be done.
Nov 14, 2007 View in Crawl 4
supplewisdomNov 14, 2007
Great article about the need to establish real metrics for a project. A couple more I would like to add: How do you know whether your stakeholders are committed to the project? You could measure attendance at steering committee meetings, participation in conference calls, and whether they give you the staff they promised to you earlier. How about your change control process. You would measure the average length of time a change request is in the process from first being submitted until a decision is made (approve or reject), and also measure what percent of the change requests are handled in 2 weeks, 4 weeks, etc.
thinkstormNov 16, 2007Submitter
Thanks for the comments, all valid points. Generally one could apply measurements to all PMI processes :) Question is, how applicable are these. But you're dead on with the stakeholder committment. However, even attendance might be problematic: we have many tier 1 telcos as clients; working for the CTO means 100 competing goals and projects, sometimes they don't show up because something else is more urgent - or even better: your project is doing so well, that they want to put out other fires :)