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Performance Management

B1

Define, track, and report on the performance of programmes and projects and on how they are managed.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Performance Management at each level of maturity.

1Initial
  • Practice
    Rely on the best endeavours of available personnel.
2Basic
  • Practice
    Define a basic set of metrics to track progress against baselines (e.g. scope, schedule, cost) on key programmes/projects.
    Outcome
    The initial basis for performance tracking is put in place.
    Metric
    # of performance metrics.
  • Practice
    Develop and quantify a business case for the programme/project.
    Outcome
    The business case facilitates appropriate allocation of resources, and allows quantitative review of programme/project success.
    Metric
    % of programmes/projects with complete and quantified business cases.
  • Practice
    Produce a programme/project status report for the programme/project sponsor and key stakeholders.
    Outcome
    Initial transparency is provided to support decision making.
    Metric
    % of stakeholders who receive status reports.
3Intermediate
  • Practice
    Define a comprehensive set of metrics to track programme/project performance, quality, and benefits, and apply it across most programmes/projects.
    Outcome
    The performance of most programmes/projects can be reliably assessed and compared.
    Metric
    # of performance metrics.
  • Practice
    Produce a dashboard to compare performance and quickly convey overall programme/project health to stakeholders.
    Outcomes
    • Reporting transparency is improved.
    • Project reports can be more swiftly aggregated and can be re-used, thereby reducing overhead costs.
    Metric
    % of programmes/projects covered in dashboards.
  • Practices
    • Adjust communication methods and frequency of performance reporting based on the target audience and programme/project size.
    • Integrate performance reporting with line reporting.
    Outcome
    Transparency on the performance of programmes/projects exists, hence decision making is supported.
    Metrics
    • % of stakeholders who receive status reports.
    • % of programme/project and line reports distributed and reviewed jointly.
4Advanced
  • Practices
    • Apply the set of metrics and produce a dashboard across all programmes/projects.
    • Include benchmarks into monitoring.
    Outcomes
    • The performance of all programmes/projects can be reliably assessed and compared in an effective and efficient manner.
    • Programme/project performance is compared to industry standards.
    Metrics
    • # of performance metrics.
    • % of programmes/projects benchmarked.
  • Practice
    Standardize performance reporting and integrate it into organization-wide reporting.
    Outcome
    Reporting is comparable across the organization, and the status of all programmes/projects is fully transparent.
    Metrics
    • % of stakeholders who receive status reports.
    • % of programme/project and line reports distributed and reviewed jointly.
5Optimized
  • Practice
    Continually improve the set of metrics, the programme/project dashboards, and the benchmarking effort based on previous lessons learned and insights from key business ecosystem partners.
    Outcomes
    • The improvement process is value-based instead of driven by operational needs.
    • Industry practice insights are reflected.
    Metrics
    • # of performance metrics.
    • % of programmes/projects benchmarked.
  • Practice
    Extend performance reporting to business ecosystem partners and continually improve it based on lessons learned from previous programmes/projects.
    Outcome
    Reporting continually reflects all stakeholder needs.
    Metrics
    • % of stakeholders who receive status reports.
    • % of programme/project and line reports distributed and reviewed jointly.
    • % of reporting activities regularly revised.