Performance Management
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.