Autore	Kerzner Harold
Edizione	[Fourth edition.]
Pubbl/distr/stampa	Hoboken, New Jersey : , : John Wiley & Sons, Incorporated, , [2022]
Descrizione fisica	1 online resource (450 pages)
Disciplina	658.404
Soggetto topico	Performance standards Work measurement Project management
ISBN	1-119-85159-9 1-119-85157-2
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Intro -- PROJECT MANAGEMENT METRICS, KPIs, AND DASHBOARDS -- CONTENTS -- PREFACE -- ABOUT THE COMPANION WEBSITE -- 1 THE CHANGING LANDSCAPE OF PROJECT MANAGEMENT -- CHAPTER OVERVIEW -- 1.0 INTRODUCTION -- 1.1 EXECUTIVE VIEW OF PROJECT MANAGEMENT -- 1.2 COMPLEX PROJECTS -- Comparing Traditional and Nontraditional Projects -- Defining Complexity -- Trade-offs -- Skill Set -- Governance -- Decision Making -- Fluid Methodologies -- 1.3 GLOBAL PROJECT MANAGEMENT -- 1.4 PROJECT MANAGEMENT METHODOLOGIES AND FRAMEWORKS -- Light Methodologies -- Heavy Methodologies -- Frameworks -- 1.5 THE NEED FOR EFFECTIVE GOVERNANCE -- 1.6 ENGAGEMENT PROJECT MANAGEMENT -- 1.7 CUSTOMER RELATIONS MANAGEMENT -- 1.8 OTHER DEVELOPMENTS IN PROJECT MANAGEMENT -- 1.9 A NEW LOOK AT DEFINING PROJECT SUCCESS -- Success Is Measured by the Triple Constraints -- Customer Satisfaction Must Be Considered as Well -- Other (or Secondary) Factors Must Be Considered as Well -- Success Must Include a Business Component -- Prioritization of Success Constraints May Be Necessary -- The Definition of Success Must Include a "Value" Component -- Multiple Components for Success -- The Future -- 1.10 THE GROWTH OF PAPERLESS PROJECT MANAGEMENT -- 1.11 PROJECT MANAGEMENT MATURITY AND METRICS -- 1.12 PROJECT MANAGEMENT BENCHMARKING AND METRICS -- Best Practice versus Proven Practice -- Benchmarking Methodologies -- Benchmarking Costs -- Types of Benchmarking -- Benchmarking Code of Conduct -- Benchmarking Mistakes -- Points to Remember -- 1.13 CONCLUSIONS -- 2 THE DRIVING FORCES FOR BETTER METRICS -- CHAPTER OVERVIEW -- 2.0 INTRODUCTION -- 2.1 STAKEHOLDER RELATIONS MANAGEMENT -- 2.2 PROJECT AUDITS AND THE PMO -- 2.3 INTRODUCTION TO SCOPE CREEP -- Defining Scope Creep -- Scope Creep Dependencies -- Causes of Scope Creep -- Need for Business Knowledge -- Business Side of Scope Creep. Ways to Minimize Scope Creep -- 2.4 PROJECT HEALTH CHECKS -- Understanding Project Health Checks -- Who Performs the Health Check? -- Life Cycle Phases -- 2.5 MANAGING DISTRESSED PROJECTS -- Root Causes of Failure -- Definition of Failure -- Early Warning Signs of Trouble -- Selecting the Recovery Project Manager -- Recovery Life Cycle Phases -- 3 METRICS -- CHAPTER OVERVIEW -- 3.0 INTRODUCTION -- 3.1 PROJECT MANAGEMENT METRICS: THE EARLY YEARS -- The Project -- Timeline -- 3.2 PROJECT MANAGEMENT METRICS: CURRENT VIEW -- Metrics and Small Companies -- 3.3 METRICS MANAGEMENT MYTHS -- 3.4 SELLING EXECUTIVES ON A METRICS MANAGEMENT PROGRAM -- 3.5 UNDERSTANDING METRICS -- 3.6 CAUSES FOR LACK OF SUPPORT FOR METRICS MANAGEMENT -- 3.7 USING METRICS IN EMPLOYEE PERFORMANCE REVIEWS -- 3.8 CHARACTERISTICS OF A METRIC -- 3.9 METRIC CATEGORIES AND TYPES -- 3.10 SELECTING THE METRICS -- 3.11 SELECTING A METRIC/KPI OWNER -- 3.12 METRICS AND INFORMATION SYSTEMS -- 3.13 CRITICAL SUCCESS FACTORS -- 3.14 METRICS AND THE PMO -- 3.15 METRICS AND PROJECT OVERSIGHT/GOVERNANCE -- 3.16 METRICS TRAPS -- 3.17 PROMOTING THE METRICS -- 3.18 CHURCHILL DOWNS INCORPORATED'S PROJECT PERFORMANCE MEASUREMENT APPROACHES -- Toll Gates (Project Management-Related Progress and Performance Reporting) -- Quad Sections -- 4 KEY PERFORMANCE INDICATORS -- CHAPTER OVERVIEW -- 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 -- Accountability -- Empowered -- Timely -- Trigger Points -- Easy to Understand -- Accurate -- Relevant -- 4.5 CATEGORIES 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 UNDERSTANDING STRETCH TARGETS -- 4.12 KPI FAILURES -- 4.13 KPIS AND INTELLECTUAL CAPITAL -- 4.14 KPI BAD HABITS. KPI Bad Habits Causing Your Performance Measurement Struggles -- 4.15 BRIGHTPOINT CONSULTING, INC.-DASHBOARD DESIGN: KEY PERFORMANCE INDICATORS AND METRICS -- Introduction -- Metrics and Key Performance Indicators -- Scorecards, Dashboards, and Reports -- Gathering KPI and Metric Requirements for a Dashboard -- Interviewing Business Users -- Putting It All Together-The KPI Wheel -- Start Anywhere, but Go Everywhere -- Wheels Generate Other Wheels -- A Word about Gathering Requirements and Business Users -- Wrapping It All Up -- 5 VALUE-BASED PROJECT MANAGEMENT METRICS -- CHAPTER OVERVIEW -- 5.0 INTRODUCTION -- 5.1 VALUE OVER THE YEARS -- 5.2 VALUES AND LEADERSHIP -- Project Manager -- Team Members -- Organization -- Stakeholders -- 5.3 COMBINING SUCCESS AND VALUE -- Internal Success -- Financial Success -- Future Success -- Customer-related Success -- 5.4 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 -- 5.8 THE RELATIONSHIP BETWEEN PROJECT MANAGEMENT AND VALUE -- 5.9 BACKGROUND OF METRICS -- Redefining Success -- Growth in the Use of 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 PRESENTING THE VALUE METRIC IN A DASHBOARD -- 5.15 INDUSTRY EXAMPLES OF VALUE METRICS -- Aerospace and Defense: Company 1 -- Aerospace and Defense: Company 2 -- Capital Projects: Company 2 -- IT Consulting (External Clients): Company 1 (No Percentages Provided) -- IT Consulting (External Clients): Company 2 -- IT Consulting (External Clients): Company 3 -- IT Consulting (External Clients): Company 4 -- IT Consulting (External Clients): Company 5 -- IT Consulting (External Clients): Company 6. IT Consulting (Internal): Company 1 -- Software Development: (Internal) (No Percentages Provided) -- Telecommunications: Company 1 -- Telecommunications: Company 2 (No Percentages Provided) -- New Product Development -- Automotive Suppliers -- Global Consulting: Company 1 (Not Industry Specific and No Weights) -- Global Consulting: Company 2 (Not Industry specific and No Weights) -- 5.16 USE OF CRISIS DASHBOARDS FOR OUT-OFRANGE VALUE ATTRIBUTES -- 5.17 ESTABLISHING A METRICS MANAGEMENT PROGRAM -- 5.18 USING VALUE METRICS FOR FORECASTING -- 5.19 METRICS AND JOB DESCRIPTIONS -- 5.20 GRAPHICAL REPRESENTATION OF METRICS -- 5.21 CREATING A PROJECT VALUE BASELINE -- The Performance Measurement Baseline -- Project Value Management -- The Value Management Baseline -- Selecting the Value Baseline Attributes -- Overachievement Trends -- Risks of Overachievement -- 6 DASHBOARDS -- CHAPTER OVERVIEW -- 6.0 INTRODUCTION -- 6.1 DOES EVERYONE KNOW WHAT A DASHBOARD REALLY IS? -- Dashboards! -- Dashboard Design -- Guided Analysis -- Data Exploration -- More -- Not a Dashboard -- Conclusion -- 6.2 HOW WE PROCESS DASHBOARD INFORMATION -- 6.3 DASHBOARD CORE ATTRIBUTES -- 6.4 THE MEANING OF INFORMATION -- 6.5 TRAFFIC LIGHT DASHBOARD REPORTING -- 6.6 DASHBOARDS AND SCORECARDS -- Dashboards -- Scorecards -- Summary -- 6.7 CREATING A DASHBOARD IS A LOT LIKE ONLINE DATING -- Finding Out the Needs of the Stakeholders -- Making a Connection -- Choosing Your Key Performance Indicators -- Selecting Your Visuals -- Building on the Momentum -- Maintenance -- 6.8 BENEFITS OF DASHBOARDS -- 6.9 IS YOUR BI TOOL FLEXIBLE ENOUGH? -- A Flexible BI Tool-What Does It Mean and Why Does It Matter? -- Why Is Flexibility So Important? -- Stay up to Speed with Your Changing Business Needs -- Be Independent (with Fewer Tools and Users Involved to Get Your Job Done) -- Adapt to Each and Every User. Be Ready for the Unknown -- 6.10 FOUR EASY STEPS TO IMPLEMENTING A SUCCESSFUL BUSINESS INTELLIGENCE SOLUTION -- Step 1: Understand the Business Needs -- Step 2: Keep It SMART -- Step 3: Determine Your Deliverables -- Step 4: To the Drawing Board -- Closing Comments -- 6.11 RULES FOR DASHBOARDS -- 6.12 THE SEVEN DEADLY SINS OF DASHBOARD DESIGN AND WHY THEY SHOULD BE AVOIDED -- Deadly Sin #1: Off the Page, Out of Mind -- Deadly Sin #2: And This Means … What? -- Deadly Sin #3: Right Data, Wrong Chart -- Deadly Sin #4: Not Making the Right Arrangements -- Deadly Sin #5: A Lack of Emphasis -- Deadly Sin #6: Debilitating Detail -- Deadly Sin #7: Not Crunching the Numbers -- 6.13 BRIGHTPOINT CONSULTING, INC.: DESIGNING EXECUTIVE DASHBOARDS -- Introduction -- Dashboard Design Goals -- Defining Key Performance Indicators -- Defining Supporting Analytics -- Choosing the Correct KPI Visualization Components -- Supporting Analytics -- A Word about Labeling Your Charts and Graphs -- Putting It All Together: Using Size, Contrast, and Position -- Validating Your Design -- 6.14 ALL THAT GLITTERS IS NOT GOLD -- 6.15 USING EMOTICONS -- 6.16 MISLEADING INDICATORS -- 6.17 AGILE AND SCRUM METRICS -- Introduction: Agile Overview -- Agile Metrics -- General Agile Metrics -- Scrum Metrics -- Other Sprint Charts -- Iteration Metrics -- Scaled Agile Metrics -- Lean Kanban Metrics -- Summary -- 6.18 DATA WAREHOUSES -- The Growth of Business Intelligence Systems -- Big Data -- 6.19 DASHBOARD DESIGN TIPS -- Colors -- Fonts and Font Size -- Use Screen Real Estate -- Component Placement -- 6.20 TEAMQUEST CORPORATION -- White Paper #1: Metric Dashboard Design -- White Paper #2: Proactive Metrics Management -- The Future -- Conclusion -- 6.21 A SIMPLE TEMPLATE -- 6.22 SUMMARY OF DASHBOARD DESIGN REQUIREMENTS -- The Importance of Design to Information Dashboards. The Rules for Color Usage on Your Dashboard.
Record Nr.	UNINA-9910830735003321

Pubbl/distr/stampa	Bradford, England, : MCB University Press
Disciplina	658.54
Soggetto topico	Work measurement Time study Motion study
Soggetto genere / forma	Periodicals.
ISSN	1758-7190
Formato	Materiale a stampa
Livello bibliografico	Periodico
Lingua di pubblicazione	eng
Record Nr.	UNISA-996398444803316

Autore	Groover Mikell P. <1939->
Edizione	[Fist edition, Pearson new international edition.]
Pubbl/distr/stampa	Harlow, Essex : , : Pearson, , [2014]
Descrizione fisica	1 online resource (739 pages)
Disciplina	658.53
Collana	Always learning
Soggetto topico	Methods engineering Work measurement
ISBN	9781292053363
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Cover -- Table of Contents -- 1. Introduction -- 2. Manual Work and Worker-Machine Systems -- 3. Work Flow and Batch Processing -- 4. Manual Assembly Lines -- 5. Logistics Operations -- 6. Service Operations and Office Work -- 7. Projects and Project Management -- 8. Introduction to Methods Engineering and Operations Analysis -- 9. Charting and Diagramming Techniques for Operations Analysis -- 10. Motion Study and Work Design -- 11. Facility Layout Planning and Design -- 12. Introduction to Work Measurement -- 13. Direct Time Study -- 14. Predetermined Motion Time Systems -- 15. Standard Data Systems -- 16. Work Sampling -- 17. Computerized Work Measurement and Standards Maintenance -- 18. Learning Curves -- 19. Lean Production -- 20. Six Sigma and Other Quality Programs -- 21. Introduction to Ergonomics and Human Factors -- 22. Physical Ergonomics: Work Physiology and Anthropometry -- 23. Cognitive Ergonomics: The Human Sensory System and Information Processing -- 24. The Physical Work Environment -- 25. Occupational Safety and Health -- 26. Work Organization -- 27. Worker Motivation and the Social Organization at Work -- 28. Job Evaluation and Performance Appraisal -- 29. Compensation Systems -- Appendix: Statistical Tables -- Index.
Record Nr.	UNINA-9910153088403321

Autore	Kerzner Harold
Pubbl/distr/stampa	New York, : Wiley, 2011
Descrizione fisica	1 online resource (386 p.)
Disciplina	658.4/04 658.404
Soggetto topico	Project management Performance standards Work measurement
ISBN	1-283-20387-1 9786613203878 1-118-08625-2 1-118-08475-6
Classificazione	BUS101000
Formato	Materiale a stampa
Livello bibliografico	Monografia
Lingua di pubblicazione	eng
Nota di contenuto	Project 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 2.1: 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 3.11: 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 5.3: 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 5.16: 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. 6.10: LOGIXML, Inc.: Dashboard Best Practices
Record Nr.	UNINA-9910139616303321