KPIs for Project Manager and project roles.
We are accustomed to the fact that every IT project has specific expectations and KPIs. Well-defined metrics are excellent for monitoring progress, status, efficiency, and the success of a project upon its completion. We have even learned to automate the tracking of these metrics. But what personal KPIs are set for the IT project manager and other team members? Most often, they are absent, and the focus is shifted to the results of the project itself.
This raises a number of questions. Is a project that has successfully achieved all its KPIs truly managed efficiently throughout its implementation? Can a team that delivered the project on time and within budget expect high praise for their work if the project's results fell short of the client's expectations? How can we fairly evaluate, motivate, and promptly support the management team working on the project without considering future outcomes?
I am confident that it is important to establish KPIs and evaluate not only the success of the project itself but also to have transparent KPIs for the project team. Below, I have prepared several universal metrics for different roles that can be used as a baseline.
KPIs for Project Manager (PM):
- Project goals and objectives are defined, formulated using SMART criteria, approved, and remain relevant throughout the project lifecycle.
- Project scope and expected outcomes are defined, approved, and remain relevant throughout the project lifecycle.
Project schedule, resources, budget, and procurement are defined, approved, and remain relevant throughout the project lifecycle.
- Key roles, responsibility distribution within the project (RACI), and project risks are defined, approved, and remain relevant throughout the project lifecycle.
- Changes in internal and external factors are integrated into the project throughout its lifecycle.
- Closing documents are prepared and approved in a timely manner upon project completion.
This raises a number of questions. Is a project that has successfully achieved all its KPIs truly managed efficiently throughout its implementation? Can a team that delivered the project on time and within budget expect high praise for their work if the project's results fell short of the client's expectations? How can we fairly evaluate, motivate, and promptly support the management team working on the project without considering future outcomes?
I am confident that it is important to establish KPIs and evaluate not only the success of the project itself but also to have transparent KPIs for the project team. Below, I have prepared several universal metrics for different roles that can be used as a baseline.
KPIs for Project Manager (PM):
- Project goals and objectives are defined, formulated using SMART criteria, approved, and remain relevant throughout the project lifecycle.
- Project scope and expected outcomes are defined, approved, and remain relevant throughout the project lifecycle.
Project schedule, resources, budget, and procurement are defined, approved, and remain relevant throughout the project lifecycle.
- Key roles, responsibility distribution within the project (RACI), and project risks are defined, approved, and remain relevant throughout the project lifecycle.
- Changes in internal and external factors are integrated into the project throughout its lifecycle.
- Closing documents are prepared and approved in a timely manner upon project completion.
KPIs for Project Administrator (PA):
- All regular project meetings and ceremonies are planned, organized, and conducted within the established deadlines.
- All travel requests are processed, and closing documents for them are prepared within the established deadlines.
- External and internal communications are organized, conducted, and documented.
- Organizational charts and team tools are updated within the established timeframe after any decision to change them.
- Team infrastructure and technical tools are deployed within the established deadlines and operate without failures throughout the project lifecycle.
- All regular project meetings and ceremonies are planned, organized, and conducted within the established deadlines.
- All travel requests are processed, and closing documents for them are prepared within the established deadlines.
- External and internal communications are organized, conducted, and documented.
- Organizational charts and team tools are updated within the established timeframe after any decision to change them.
- Team infrastructure and technical tools are deployed within the established deadlines and operate without failures throughout the project lifecycle.
KPIs for Project Coordinator (PMO):
- The project schedule is maintained and kept up to date throughout the project lifecycle.
- All project documents and status reports are prepared in accordance with the calendar plan.
- Project activities are synchronized with other projects and initiatives within the project and program portfolio.
- Project management tools (templates, frameworks, information systems) are used correctly and effectively throughout the project lifecycle.
- Requests for resolving complex situations and removing showstoppers are addressed within 48 hours of submission.
- Lessons learned from the project are added to the PMO knowledge base and considered in the implementation of other projects.
- The project schedule is maintained and kept up to date throughout the project lifecycle.
- All project documents and status reports are prepared in accordance with the calendar plan.
- Project activities are synchronized with other projects and initiatives within the project and program portfolio.
- Project management tools (templates, frameworks, information systems) are used correctly and effectively throughout the project lifecycle.
- Requests for resolving complex situations and removing showstoppers are addressed within 48 hours of submission.
- Lessons learned from the project are added to the PMO knowledge base and considered in the implementation of other projects.
Additionally, for each role, a 360° evaluation from other team members and stakeholders can be included.
Next:
Automation.
Automation is a powerful tool that can significantly improve the efficiency and speed of processes, but only when applied correctly. Bill Gates of Microsoft is convinced that not all automation is equally beneficial.The story of Elon Musk and Tesla serves as a vivid example of how one can stumble into this trap.
