Some of these, such as your budget reports, are usually readily available from your Finance organization. However, some will need to be calculated within the portfolio. Examples of internal metrics include:
• Total capacity. Total capacity tells you how many potential hours your staff is available to work. It usually is calculated by taking total available hours and subtracting out the overhead hours.
• Utilization rate. Your utilization rate tells the percentage of time that your people are actually allocated to operations, support, projects and discretionary.
If you have already factored out the overhead hours, the utilization rate should be close to 100%. If you have not factored out overhead time, utilization rates should be around 75%-80%.
• Available hours. This is a forward-looking metric that tells how many hours people are unassigned in the future. The portfolio management team must focus on people who have available hours in the next three months and try to assign them additional work or a new project.
• Downtime (per person). This metric tells you how many hours people are unallocated. This can happen, for instance, if a person comes off a project and does not have another place to be assigned immediately. This number should be as low as possible.
• Work allocation Balance Points vs. actual (actual $ per category and percentages). This shows how well you are balancing the work in the portfolio versus your Balance Points.
For instance, if you have a target for your support work to be 40% of your entire portfolio workload, you can track this target against the actual numbers for the portfolio.
• Project Budgeted cost vs. actual. These are basic financial numbers that should be tracked for each project in the portfolio and then rolled up at the portfolio level as well. If the total project budgets exceed their targets, it could mean that other authorized workwill not be able to be executed.
• Project budgeted schedule vs. actual. All projects should be tracking their performance against their targeted completion dates.
Again, if projects are tending to run over their deadlines, it may mean that other projects will not be able to start because the resources are still tied up in other projects. Rework. Reported from the project teams.
• Defects. Reported from the support teams.
• Service level agreement commitments vs. actuals. Reported wherever they are applicable, but usually these are related to support teams.
• Client satisfaction. All projects and operations and support teams should be reporting some kind of customer satisfaction metrics.
The reason you gather organizational metrics and feedback is to determine if you are meeting your objectives and to improve your processes.
For instance, let’s say you have an objective that 80% of all projects will meet their budget and deadline criteria. If your monthly metrics show that you are only meeting the criteria 60% of the time, you are obviously failing.
Further investigation should help determine the causes, and corrective actions should be undertaken to improve these numbers.
Likewise, if a quarterly survey reveals that your clients rate your portfolio low on your communication skills, you have time to improve the communication channels to ensure the clients are getting the information they desire.
Libro El Director de Proyectos Práctico -
Un Método probado de 28 Pasos para completar tu Proyecto Exitosamente
EL DIRECTOR DE PROYECTOS PRACTICO -
Por fin ─ un libro sencillo con un método paso a paso para completar tu proyecto.
¡Y sin tener conocimiento previo sobre administración de proyectos!
Toda la "paja" de la metodología de dirección de proyectos fue eliminada, dejando solo lo que es absolutamente útil para completar la tarea.
El Director de Proyectos Práctico, Project Management for Small Projects.
Un libro pensado en el líder de proyectos empírico que salió ganador de la rifa del tigre. Pues ya tiene la responsabilidad de un proyecto, pero que no sabe ni por donde empezar. Necesita una receta ABC para seguir.
Contiene 260 páginas perfectamente detalladas con ejemplos e ilustraciones, que te llevan de la mano hasta completar tu proyecto.
Pruébalo, síguelo, ten éxito. O sigue haciendo lo mismo... :(
Compra aquí El Director de Proyectos Práctico en su versión electrónica─
BONO ADICIONAL: El libro incluye todos los templates─plantillas─que necesitas, listos para ser usadas. No necesitas comprar nada mas.
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