LEADER 05265nam 22006373u 450 001 9910139616303321 005 20210114050325.0 010 $a1-283-20387-1 010 $a9786613203878 010 $a1-118-08625-2 010 $a1-118-08475-6 035 $a(CKB)2550000000041544 035 $a(EBL)693655 035 $a(OCoLC)750173198 035 $a(SSID)ssj0000540412 035 $a(PQKBManifestationID)11324642 035 $a(PQKBTitleCode)TC0000540412 035 $a(PQKBWorkID)10585528 035 $a(PQKB)10139815 035 $a(MiAaPQ)EBC693655 035 $a(EXLCZ)992550000000041544 100 $a20130418d2011|||| u|| | 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aProject management metrics, KPIs, and dashboards$b[electronic resource] $ea guide to measuring and monitoring project performance 210 $aNew York $cWiley$d2011 215 $a1 online resource (386 p.) 300 $aDescription based upon print version of record. 311 $a1-118-02652-7 327 $aProject Management Metrics, KPIs, and Dashboards: A Guide to Measuring and Monitoring Project Performance; Contents; Preface; 1: The Changing Landscape for Project Management; 1.0: Introduction; 1.1: Executive View of Project Management; 1.2: Complex Projects; 1.3: Global Project Management; 1.4: Project Management Methodologies and Frameworks; 1.5: The Need for Effective Governance; 1.6: Engagement Project Management; 1.7: Other Developments in Project Management; 1.8: A New Look At Defining Project Success; 1.9: Conclusions; 2: The Driving Forces for Better Metrics; 2.0: Introduction 327 $a2.1: Stakeholder Relations Management2.2: Project Audits and the PMO; 2.3: Introduction to Scope Creep; 2.4: Project Health Checks; 2.5: Managing Distressed Projects; 3: Metrics; 3.0: Introduction; 3.1: Project Management Metrics: The Early Years; 3.2: Project Managment Metrics: Current View; 3.3: Understanding Metrics; 3.4: Causes for Lack of Support for Metrics Management; 3.5: Characteristics of A Metric; 3.6: Metric Catagories and Types; 3.7: Selecting the Metrics; 3.8: Metrics and Information Systems; 3.9: Critical Success Factors; 3.10: Metrics and the PMO 327 $a3.11: Churchill Downs Incorporated's Project Performance Measurement Approaches4: Key Performance Indicators; 4.0: Introduction; 4.1: The Need for KPIs; 4.2: Using the KPIs; 4.3: The Anatomy of a KPI; 4.4: KPI Characteristics; 4.5: Catagories of KPIs; 4.6: KPI Selection; 4.7: KPI Measurement; 4.8: KPI Interdependencies; 4.9: KPIs and Training; 4.10: KPI Targets; 4.11: KPI Failures; 4.12: Brightpoint Consulting, Inc.-Dashboard design: Key Performance Indicators and Metrics; 5: Value-Driven Project Management Metrics; 5.0: Introduction; 5.1: Value over the Years; 5.2: Values and Leadership 327 $a5.3: Combining Success and Value5.4: Recognizing the Need for Value Metrics; 5.5: The Need for Effective Measurement Techniques; 5.6: Customer/Stakeholder Impact on Value Metrics; 5.7: Customer Value Management (CVM); 5.8: The Relationship between Project Management and Value; 5.9: Background to Metrics; 5.10: Selecting the Right Metrics; 5.11: The Failure of Traditional Metrics and KPIs; 5.12: The Need for Value Metrics; 5.13: Creating a Value Metric; 5.14: Industry Examples of Value Metrics; 5.15: Use of Crisis Dashboards for Out-Of-Range Value Attributes 327 $a5.16: Establishing a Metrics Management Program5.17: Using Value Metrics for Forecasting; 5.18: Metrics and Job Decriptions; 5.19: Graphical Representation of Metrics; 6: Dashboards; 6.0: Introduction; 6.1: Traffic Light Dashboard Reporting; 6.2: Dashboards and Scorecards; 6.3: Benefits of Dashboards; 6.4: Rules for Dashboards; 6.5: Bitwork, Inc.: Ten Questions to Ask Before Implementing a Dashboard or Reporting System; 6.6: Brightpoint Consulting, Inc.: Designing Executive Dashboards; 6.7: All That Glitters Is Not Gold; 6.8: Dashboard Design Tips; 6.9: Pureshare, Inc. 327 $a6.10: LOGIXML, Inc.: Dashboard Best Practices 330 $aEssential strategies from Harold Kerzner on measuring project management performance The maze-like path of today's projects reflects a business environment that's growing in complexity. Factors influencing projects, such as new advancements in computer technology, an unpredictable economy, and the increase in stakeholder involvement make metrics and key performance indicators (KPI) for project management an important focus. Such measures are commonly used to help an organization define and evaluate how successful it is, typically, in terms of making progress towards its long-term organiza 606 $aProject management 606 $aPerformance standards 606 $aWork measurement 615 0$aProject management 615 0$aPerformance standards 615 0$aWork measurement 676 $a658.4/04 676 $a658.404 686 $aBUS101000$2bisacsh 700 $aKerzner$b Harold$0248153 801 0$bAU-PeEL 801 1$bAU-PeEL 801 2$bAU-PeEL 906 $aBOOK 912 $a9910139616303321 996 $aProject management metrics, KPIs, and dashboards$92000150 997 $aUNINA