November 2022
Intermediate to advanced
448 pages
12h 19m
English
Content preview from Project Management Metrics, KPIs, and Dashboards, 4th Edition
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.
5 VALUE-BASED PROJECT MANAGEMENT METRICS
CHAPTER OVERVIEW
For some stakeholders, value is positioned at the top of the priority list. Establishing value metrics is now a necessity. However, there are shortcomings and pitfalls that must be addressed.
CHAPTER OBJECTIVES
- To understand what is meant by value
- To understand the need for measurements of value
- To understand the shortcomings with value measurement
- To understand how value has changed the way we manage projects
- To understand how to create a value-based metric
- To understand the need for creating a value baseline
KEY WORDS
- Boundary box
- Value
- Value baseline
- Value conflicts
- Value measurements
- Value metrics
- Value-driven projects
5.0 INTRODUCTION
For years, the traditional view of project management was that, if a project was completed and it adhered to the triple constraints of time, cost, and performance (or scope), the project was successful. Perhaps in the eyes of the project manager, the project appeared to be a success. In the eyes of the customer or the stakeholders, however, the project might be regarded as a failure.
As stated in Chapter 1, project managers are now becoming more business oriented. Projects are being viewed as part of a business for the purpose of providing value to both the ultimate customer and the parent corporation. Project managers are expected to understand business operations more so today than in the past. As the project managers become more business oriented, the definition of success ...
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.
Read now
Unlock full access
More than 5,000 organizations count on O’Reilly
O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.