Value-Based Metrics for Improving Results An Enterprise Project Management Toolkit

by Schnapper, Mel; Rollins, Steven

• ISBN13: 9781932159257
• ISBN10: 1932159258
• Format: Hardcover
• Copyright: 2006-08-01
• Publisher: J. Ross Publishing

Summary

Featuring a roadmap that can be applied in most any organization, this book presents an unique, value-based methodology for developing and using metrics as a management tool to baseline, monitor, manage, improve, align and reward performance of business functions at all levels. The authors then illustrate how to establish and manage an effective Metrics Program for improving performance and results. Mel Schnapper, Ph.D., is the founder and past Chairman of the Metrics Specific Interest Group (SIG) of the Project Management Institute (PMI). Steven C. Rollins, MBA, PMP, is a well-known expert in Enterprise Program/Project Management Office and a best-selling author.

Author Biography

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

Preface	vii
Acknowledgments	xi
About the Authors	xv
Web Added Value™	xix
Part 1: Defining the Methodology
Chapter 1: Introduction	3	(10)
Chapter 2: The Value of a Metrics Methodology on Business	13	(16)
Chapter 3: What Is Value?	29	(34)
Chapter 4: How to Create and Exceed Value	63	(10)
Chapter 5: Alignment of All Metrics	73	(8)
Chapter 6: Skills-Building Exercises	81	(8)
Part II: 3Ms Measurement Program for the Organization
Chapter 7: Metrics and Program/Project Management	89	(10)
Chapter 8: Role/Authority/Decision Making	99	(6)
Chapter 9: Metrics and Corporate Culture	105	(6)
Chapter 10: Initiatives That Support the 3Ms	111	(12)
Chapter 11: Other Applications of the 3Ms Methodology	123	(8)
Chapter 12: Applying Theory of Constraints Metrics the TOC Way	131	(14)
Chapter 13: The Value Proposition of an Organizational Project-Based Metrics Program	145	(12)
Part III: 3Ms Measurement Tools for the Organization
Chapter 14: The 3Ms Metric Profile	157	(12)
Chapter 15: Project Management Context	169	(6)
Chapter 16: Management Oversight	175	(10)
Chapter 17: Project Integration Management	185	(26)
Chapter 18: Project Scope Management	211	(22)
Chapter 19: Project Time Management	233	(26)
Chapter 20: Project Cost Management	259	(16)
Chapter 21: Project Quality Management	275	(18)
Chapter 22: Project Human Resource Management	293	(12)
Chapter 23: Project Communications Management	305	(12)
Chapter 24: Project Risk Management	317	(14)
Chapter 25: Project Procurement Management	331	(20)
Chapter 26: Project Fraud Management	351	(14)
Chapter 27: Project Management Office Management	365	(16)
Part IV: Realizing the Value Proposition of an Implemented Measurement Program for Your Organization
Chapter 28: Metrics Maturity Model	381	(14)
Chapter 29: Road Map Schedule for Implementing a 3Ms Metrics Program	395	(10)
Chapter 30: Business Case for Implementing a 3Ms Measurement Program	405	(14)
Chapter 31: Summary	419	(4)
Index	423