Measuring Performance and Benchmarking Project Management at the Department of Energy (2005) / Chapter Skim
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2 Project Management Performance Measures
2 Project Management Performance Measures
Pages 7-20
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From page 7... ...
For long-term process improvement, project performance measures and benchmarking processes should be used as projects are planned and executed as well as after they are completed. Figure 2.1 describes a project performance control model that can be used to improve current and future projects by identifying trends and closing gaps between targeted and actual performance.
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INPUT, PROCESS, OUTPUT, AND OUTCOME MEASURES Although assessment of the results of an internal process, such as project management, is much more straightforward than assessment of the results of public programs, the performance measures used
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Project process measures look at how well the plans are executed. Project output measures include cost and schedule variables, while outcome measures include scope, budget, and schedule and safety performance.
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The committee believes that the requirements of Order 413.3 are directly correlated with project success but that performance data that measure the implementation of management plans are needed to support policies and guide future improvements. The committee provides a set of performance measures in Tables 2.1 through 2.4, but it remains the responsibility of DOE to select and use the measures that work best for project directors, program offices, and the department.
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From page 11... ...
The adequacy of each performance measure individually is also limited, but combined they provide an assessment of the overall quality of project management for individual projects as well as the overall success of programs and the department. If the metrics are applied consistently over time and used for internal and external benchmarking, as described in Chapter 3, they will provide the information needed for day-to-day management and long-term process improvement.
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2. Implementation of project Assumes appropriate plan has Excellent: all elements management plan been developed and approved per required to date O 413.3.
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Monthly EIRs, and quality assurance reports. aApplies to both project execution plan and project management plan.
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9. Schedule performance As currently defined by EVMS Budgeted cost of work performed Monthly index divided by budgeted cost of work scheduled.
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Senior management absent critical decision and quarterly from more than half of reviews sends a strong signal of critical decision and the importance DOE attaches to quarterly reviews and good project performance. reviews are frequently rescheduled.
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management personnel are project staff training. adequately prepared to carry out Correlation over time between their assignments is critical to levels of project staff training project management success.
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Project performance as a Information on the level and size Variance in project cost and Annually factor of project size and of contracting actions will assist schedule performance based contract type. DOE in determining whether on the funding level of the there is significant variance in project.
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Are procedures in place to Development, implementation, evaluate on a regular basis and timely updating of a good how well project staff carry acquisition plan and an effective out each of the elements of risk mitigation strategy are O413.3? examples of such practices.
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Assessment of the length of This measures the effectiveness of Average length of time a project Quarterly time projects remain senior management review and is designated yellow. designated yellow or red.
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