Our Global PMO put a number of metrics and measures in place when we started in 2003 (Strategic Performance Management — 2005 PMI Global Congress Paper). My collaborator is Jim Pennypacker, from the Center for Business Practices (www.cbponline.com).
Look at the linked paper for the details, but the lessons learned are what have stuck with me. The fundamental lesson learned is that the metrics approach cannot be static. The dynamics of the real world force adjustments in priority, reaction to changes in the environment, re-alignment in measurement selection or definition, and technology or budget constraints.
I’m going to spend a few posts elaborating on the following lessons learned:
- Prioritize Metrics — Leverage measurements that demonstrate successful execution against strategy.
- Socialize Metrics — Informal feedback is one of the most effective ways to validate whether metrics resonate with key stakeholders.
- Measure Metrics — “How will you measure the measurements?”
- Review Metrics — While building the first set of metrics, the PMO teams’ survey of best practices indicated that PMOs should watch from six to eight metrics. We ended up with ten…
- Re-align Metrics — To promote new growth, metrics are re-aligned with maturity and the evolving strategic direction.
- Position Metrics to PMO Levels — Metrics need to be planted in the right organizational unit(s).