Project Management

Developing Key Performance Metrics for Project Management Offices

A working programme in project office performance metrics for managers who have to deliver with existing resources.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Developing Key Performance Metrics for Project Management Offices
5days

About the programme

Course Overview

A schedule for project office performance metrics without a critical path is a wish list with dates. Projects involving performance metrics are rarely late all at once; they are late a day at a time. This programme builds the project and portfolio delivery capability from first principles, without padding and without omitting what matters. It is appropriate for those preparing to take on wider responsibility for project office performance metrics. The outcome is a practitioner who can hold a position on this strand of project and portfolio delivery and revise it on evidence. A common pattern is strong design of performance metrics paired with weak follow-through. Post-incident reviews keep identifying weaknesses in project office performance metrics that were visible long before the incident. Participants test their assumptions about performance metrics against scenarios designed to break weak ones. The programme ends where implementation begins, with the project and portfolio delivery capability broken into steps someone can start on Monday.

Expected Learning Outcomes

  • Handle the trade-offs in project office performance metrics between speed, cost and assurance explicitly rather than implicitly.

  • Establish quality acceptance criteria for the deliverables of performance metrics.

  • Manage dependencies between project office performance metrics and other initiatives.

  • Build a register of the risks attaching to performance metrics and keep it current.

  • Diagnose whether a problem in project office performance metrics is one of design, resourcing or discipline.

  • Define the scope of performance metrics precisely, including what is explicitly excluded.

  • Manage stakeholders of project office performance metrics according to influence and interest.

Who Should Attend

  • Risk managers supporting project office performance metrics.

  • Cost engineers and project controls staff on performance metrics.

  • Contract and procurement staff supporting project office performance metrics.

  • Analysts producing the data on which decisions about performance metrics rest.

  • Planners and schedulers building the timeline for project office performance metrics.

  • Project and programme managers whose delivery depends on performance metrics.

Course Modules

Open any module to see its sessions and topics.

01

Project office performance metrics: risk identification, quantification and ownership

2 sessions · 8 points

Session 1Recovering project office performance metrics when it is behind

  • Plan handover of project office performance metrics to the team that will operate it.
  • Agree the escalation threshold for performance metrics in advance.
  • Build reporting on project office performance metrics that surfaces problems while they are small.
  • Prepare the summary of performance metrics that senior management will read.

Session 2Estimating performance metrics without anchoring on the answer wanted

  • Estimate the resource project office performance metrics requires to run as designed.
  • Define the decision gates for performance metrics and what evidence each requires.
  • Agree the indicators that will show whether project office performance metrics is improving.
  • Remove steps in performance metrics that add effort without adding assurance.
02

Performance metrics: scope definition and exclusions

2 sessions · 8 points

Session 1Decision gates on performance metrics that can actually stop it

  • Agree the smallest change to project office performance metrics that would be visibly useful.
  • Write the scope statement for performance metrics including explicit exclusions.
  • Manage supplier performance on project office performance metrics against contract, not goodwill.
  • Agree what will be standardised in performance metrics and what will not.

Session 2Closing out performance metrics and capturing what was learned

  • Test the procedure for project office performance metrics against a realistic scenario.
  • Set the review interval for performance metrics and who attends.
  • Review whether project office performance metrics is aligned with the objectives of the project.
  • Plan the sequence in which improvements to performance metrics will be introduced.
03

Performance metrics: handover, benefits and lessons

2 sessions · 8 points

Session 1The cost of performance metrics and how to present it

  • Define how the benefit from project office performance metrics will be measured after closure.
  • Check that records of performance metrics answer the questions likely to be asked.
  • Define acceptance criteria for each deliverable of project office performance metrics.
  • Set the change control process for performance metrics and require cost and time impact.

Session 2Managing suppliers delivering part of project office performance metrics

  • Measure progress on project office performance metrics by value earned, not tasks ticked.
  • Reduce the variation in how performance metrics is carried out between teams.
  • Name a single owner for each element of project office performance metrics.
  • Confirm that those complying with performance metrics understand why it exists.
04

Performance metrics: stakeholders, communication and support

2 sessions · 8 points

Session 1Building a schedule for performance metrics with a real critical path

  • Archive the decision record for project office performance metrics so successors understand it.
  • Identify the critical path through performance metrics and the float elsewhere.
  • Hold a lessons session on project office performance metrics while memory is accurate.
  • Estimate performance metrics using two independent methods and reconcile the difference.

Session 2The paperwork for performance metrics that is actually needed

  • Prepare the recovery plan for project office performance metrics before it is needed.
  • Assign responsibility for keeping documentation of performance metrics current.
  • Identify where judgement in project office performance metrics is legitimate and where it is not.
  • Map stakeholders of performance metrics by influence and current level of support.

Choose the package that suits you

Silver Package

At least 3 people

USD1,250
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Gold Package

At least 3 people

USD1,850
  • 5-night stay in a 5-star hotel
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Complete your registration

We will contact you within one business day to confirm.

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