--Professor Robert Sutton, Stanford, quoted in New York Times
At least I hope they do. If not, leave now and go fix that.
This is one thing that Project Server doesn’t do well. A history table can be VERY useful
2 hours per project times 100 projects. Now just do that every week. Scalable? I think NOT.
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Baseline1 = Q1 Snapshot across all projects
Baseline2 = Q2 Snapshot across all projects
Baseline3 = Q3 Snapshot across all projects
Baseline4 = Q4 Snapshot across all projects
Baseline5 = Phase1 snapshot per project
Baseline6 = Phase2 snapshot per project
Baseline7 = Phase3 snapshot per project
Baseline8 = Phase4 snapshot per project
Baseline9 = Phase5 snapshot per project
Baseline10 = Timetracking weekly snapshot
Baseline = Finance approved baseline
What is the recommended limit for the metric?
How much emphasis does this need in your org?
Choose your scale: 100% or 4.0. Can map to ABC
Illustration and corrective action
Is it OK to fail and get better, or is it better
not to know?
Over time, schedules change. If you can’t
see the history, are you in control?
Providing feedback is a delicate matter
You will need to drill down to what they
need help with.
Is it OK to know which PMs are performing
to specification? Will the organization
invest in assisting the lower performers?
Can people improve? Absolutely.
Do you need to drill down to what they
need help with?
Helping PMs to focus on best practices is
more than a technical effort, but the data
is compelling and instructive
Can people improve? Absolutely.
Training
Time investment of making your staff more
capable
Change management’s thinking on
investments
Over time, schedules change. If you can’t
see it, are you in control?
Culture
Mature
Project
Management
Accountability
History
Can you improve execution and completion? Yes.
Speak with data. Just getting some people to think can provide immense returns.
Provide results in easy-to-consume formats. Up is good, right?
Manager undermines idea and works against managers to
obfuscate the facts
Project managers bifurcate results, clouding the application of
standards
Lowering the bar produced suspicion with a typical result: noncompliance
Program leadership replaced and net loss exceeds $100M
Manager owns the idea and works with managers to build awareness
Project managers see all and know all.
Raising the bar produced competition with an unlikely result: quick
compliance
Faster achievement of broader goals lowered cost and accelerated
milestones
20%
10%
Eric Uyttewaal
Gary Chefetz
Brian Smith
Daniel Kahneman
C. William Ibbs
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