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Project Management Metrics, KPIs, and Dashboards

Project Management Metrics, KPIs, and Dashboards

A Guide to Measuring and Monitoring Project Performance
by Harold R. Kerzner 2011 384 pages
4.01
100+ ratings
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Key Takeaways

1. Project Metrics Are More Than Just Time and Cost

Simply because the deliverable is provided according to a set of constraints is no guarantee that the client will perceive value in the deliverable.

Beyond Traditional Measurement. For decades, project managers relied exclusively on time and cost metrics to evaluate project success. However, modern project management recognizes that these traditional metrics provide an incomplete picture of a project's true performance and value.

Limitations of Traditional Metrics:

  • Time and cost only capture surface-level project performance
  • Fail to reflect stakeholder satisfaction
  • Do not indicate the project's strategic alignment
  • Ignore qualitative aspects of project delivery

Evolving Metrics Landscape. Organizations are increasingly adopting more holistic metrics that incorporate multiple dimensions of project performance, including quality, stakeholder satisfaction, strategic alignment, and potential long-term value. This approach provides a more comprehensive understanding of project success beyond simple time and budget compliance.

2. Value-Driven Metrics Are Critical for Project Success

Price is what you pay. Value is what you get.

Shifting Project Management Paradigm. Modern project management recognizes that delivering a project on time and within budget is insufficient. The true measure of success is the value created for stakeholders and the organization.

Key Value Considerations:

  • Align project outcomes with strategic business objectives
  • Measure both tangible and intangible project benefits
  • Consider long-term impact beyond immediate deliverables
  • Involve stakeholders in defining value metrics

Comprehensive Value Assessment. Developing effective value metrics requires collaboration between project managers, stakeholders, and organizational leaders. This approach ensures that metrics capture the multifaceted nature of project success and provide meaningful insights for decision-making.

3. Dashboards Transform Complex Data into Actionable Insights

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.

Visual Communication Power. Dashboards serve as powerful tools for transforming complex project data into easily digestible visual representations. They enable quick understanding of project status, performance, and potential risks.

Dashboard Design Principles:

  • Prioritize clarity and simplicity
  • Use intuitive visual elements
  • Focus on most critical metrics
  • Enable drill-down capabilities
  • Provide real-time or near-real-time information

Effective Dashboard Strategy. Successful dashboards are not just about displaying data but about facilitating informed decision-making. They should be designed with end-users in mind, providing actionable insights that support strategic objectives.

4. Effective Metrics Require Stakeholder Engagement

The project manager and the appropriate stakeholders must come to an agreement on which metrics to be use and how measurements will be made.

Collaborative Metrics Development. Metrics are most effective when developed through collaborative processes that involve all relevant stakeholders. This approach ensures that metrics align with diverse perspectives and organizational goals.

Stakeholder Engagement Strategies:

  • Conduct comprehensive stakeholder analysis
  • Define clear communication protocols
  • Establish shared understanding of metrics
  • Create flexible measurement approaches
  • Regularly review and adapt metrics

Building Metrics Consensus. Successful metrics management requires ongoing dialogue, transparency, and a willingness to adapt. By involving stakeholders in the metrics development process, organizations can create more meaningful and impactful performance measurement systems.

5. Project Management is Evolving Beyond Traditional Constraints

Projects are being viewed as part of a business for the purpose of providing value to both the ultimate customer and the parent corporation.

Expanding Project Management Scope. Contemporary project management has evolved from a narrow focus on technical execution to a broader strategic discipline that considers business value, stakeholder expectations, and organizational impact.

Key Evolution Dimensions:

  • Integration of business strategy with project execution
  • Emphasis on value creation
  • Holistic performance measurement
  • Increased focus on stakeholder satisfaction
  • Adaptability to changing business environments

Strategic Project Management. Modern organizations view projects as critical vehicles for strategic transformation, requiring a more nuanced and comprehensive approach to management, measurement, and value delivery.

6. Metrics Should Support Strategic Business Objectives

Metrics tell us if we are hitting the targets/milestones, getting better or getting worse.

Alignment with Organizational Goals. Effective metrics must be directly linked to broader business strategies, ensuring that project performance contributes to overarching organizational objectives.

Strategic Metrics Characteristics:

  • Clearly defined and measurable
  • Aligned with corporate vision
  • Flexible and adaptable
  • Comprehensive yet focused
  • Actionable and forward-looking

Metrics as Strategic Tools. By carefully designing metrics that reflect strategic priorities, organizations can transform project management from a tactical function to a strategic driver of business performance.

7. Measuring Project Value Requires Comprehensive Approaches

Success is when business value is achieved.

Multidimensional Value Assessment. Measuring project value extends beyond financial metrics to include qualitative, strategic, and long-term impacts on the organization and its stakeholders.

Comprehensive Value Measurement:

  • Financial performance metrics
  • Customer and stakeholder satisfaction
  • Strategic alignment
  • Innovation potential
  • Organizational learning and capability development

Holistic Value Perspective. Organizations must develop sophisticated, nuanced approaches to value measurement that capture the complex, interconnected nature of project outcomes.

8. Dashboards Must Be Designed for User Understanding

The success of a project management dashboard lies in the adoption and use of the dashboard by the end user as a truly helpful tool.

User-Centric Design Philosophy. Dashboard effectiveness depends on intuitive design that prioritizes user experience, clarity, and actionable insights.

Dashboard Design Principles:

  • Simplify complex information
  • Use consistent, meaningful visual elements
  • Provide context for metrics
  • Enable easy navigation
  • Minimize visual clutter

Design for Impact. Successful dashboards are not just about displaying data but about facilitating understanding, encouraging action, and supporting decision-making.

9. Metrics Should Enable Proactive Project Management

Good metrics lead to proactive project management rather than reactive project management.

Anticipatory Performance Management. Effective metrics should provide early warning signals, enable predictive analysis, and support preemptive decision-making.

Proactive Metrics Characteristics:

  • Forward-looking
  • Predictive capabilities
  • Early warning indicators
  • Actionable insights
  • Continuous improvement focus

Strategic Foresight. By developing metrics that look beyond current performance and anticipate potential challenges, organizations can transform project management from a reactive to a proactive discipline.

10. Metrics Libraries Enable Continuous Improvement

Metrics are a necessity because project approvals are often based upon insufficient information and poor estimating.

Organizational Learning Framework. Metrics libraries serve as repositories of knowledge, enabling organizations to capture, share, and leverage insights from past project experiences.

Metrics Library Benefits:

  • Standardize performance measurement
  • Facilitate knowledge transfer
  • Support continuous improvement
  • Enable benchmarking
  • Enhance organizational learning

Knowledge Management Strategy. By systematically collecting, analyzing, and maintaining metrics libraries, organizations can create a culture of continuous learning and performance optimization.

Last updated:

Review Summary

4.01 out of 5
Average of 100+ ratings from Goodreads and Amazon.

Project Management Metrics, KPIs, and Dashboards receives positive reviews for its accessible writing style and valuable content. Readers appreciate Kerzner's approach to project management, finding it informative and occasionally humorous. The book is praised for its insights on stakeholder management, KPIs, and dashboard creation. Some readers find certain sections more useful than others, particularly the latter half. While dense, the book offers practical advice and examples. Overall, it's considered a valuable resource for those studying or practicing project management, despite its occasionally dry subject matter.

Your rating:

About the Author

Harold R. Kerzner is a renowned expert in the field of project management. His work, including "Project Management Metrics, KPIs, and Dashboards," demonstrates his extensive knowledge and thought leadership in the industry. Kerzner's writing style is noted for its accessibility and occasional humor, making complex topics more digestible for readers. His approach emphasizes the importance of stakeholder management, quantifiable metrics, and effective communication in project success. Kerzner's books are widely used in project management education and are considered valuable resources for both students and professionals. His ability to balance theoretical concepts with practical applications has solidified his position as a respected authority in project management literature.

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