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Project performance                                                                                                                                                                            

Doing projects right

Yes, choosing the right projects is essential, but not enough. An organization’s human, financial and material resources are very limited and must be managed efficiently. Moreover, the competition puts enormous pressure on organizations to deliver their projects in a faster and cheaper way. They do not have a choice; they must continually improve their project performance.

In the same way as one project, even very well executed, is worthless if it does not bring any benefits to the organization, a very good project, but poorly executed, can endanger the anticipated benefits for the organization.

To help you improve the performance of your projects, we have developed a flexible and proactive concept of project performance management and measurement. This concept is very effective and, at the same time, very simple and easy to apply.  

"Management is doing things right; leadership is doing the right things"                     Peter F. Drucker

Measurement As a Process

It is important to implement and manage a performance measurement program as an ongoing process. The question is not: Do we have a measurement program? The real question should be: Do we regularly measure the performance of our projects? An implemented measuring program is only the beginning; measurement is a continuous process that should be regularly reviewed, maintained and adapted.

An effective measurement program is the basis of a project performance management process.

To know more...

Performance Management

Question 1: The performance of our projects: Is it better or worse today than at the same period last year?

If your answer to the question is "I don’t know", you should start thinking about implementing a process of performance management and measurement. Without this step, it is very difficult to decide what measures should be implemented in order to improve the performance of your projects and then, whether the applied measures provide the expected results. In other words, without measures, you will navigate in the dark. And it is well known that you cannot manage what you cannot measure.

Question 2: What is our current project performance level?

Before starting the implementation of the performance measurement program, you must be able to answer this question. In order to do that, we propose an approach based on internal and external benchmarking. Internal benchmarking is supposed to measure and compare the performance of your projects. On the other hand, the external evaluation will compare the performance of your projects with similar projects in other organizations.

Question 3: What do we have to do to move from current performance to the targeted performance and how do we maintain this performance to the desired level?

In order to answer this question, we propose the implementation of a continuous performance measurement. This process analyses the results of benchmarking, is suitable for your specific situation and available resources, and is aligned with your organization's strategy.

Question 4: Is the cost of our IT projects within the acceptable limits?

A related process, but critical to the success of your projects, is the process of estimation. We propose an innovative concept and an IT project estimation tool that is fully automated and based on the best industry practices. 

Question 5: Are we able to effectively monitor the progress of our projects and respond proactively if necessary?

Another important phase of the measurement program is the definition of project performance indicators. In this phase, we determine the number and the nature of the measures to collect, the performance indicators as well as the composition and design of the dashboard. The indicators are based on the earned value method (EVM). This is the method which is standardized and recommended by the PMI. To simplify this method and make it more user friendly for the average organization, we have developed the concept of "lite" Earned Value Method that can easily be applied to your organization.

Question 6: Are our results in project management based on individual competences and "heroic" actions of our resources or rather on an organizational structure and formal project management?  

Finally, in order to implement the processes mentioned above and to manage your project performance, you need to create an appropriate organizational structure. This structure is usually known as a Project Management Office (PMO). We have developed a concept (functions, structure,tools, etc.) and an implementation guide for PMO so we can help you establish an effective Project Office, flexible and fully tailored to your needs and your business reality.   

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