Metrics in Portfolio management
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==Abstract== | ==Abstract== | ||
| − | Advances in project metrics have been rapid, but advances in portfolio metrics have been slow because not all companies maintain a project management office (PMO) dedicated to portfolio management activities. This can lead to changes in the role of the project manager, the metrics used, and the dashboard displays <ref name= | + | Advances in project metrics have been rapid, but advances in portfolio metrics have been slow because not all companies maintain a project management office (PMO) dedicated to portfolio management activities. This can lead to changes in the role of the project manager, the metrics used, and the dashboard displays <ref name=Kerzner>Harold, Kerzner, Project Management Metrics, KPIs, and Dashboards, 2017, Wiley & Sons</ref>. |
The purpose of this article is to outline the difference between the well-known metrics to measure Project performance and the ones to evaluate Portfolio performance. | The purpose of this article is to outline the difference between the well-known metrics to measure Project performance and the ones to evaluate Portfolio performance. | ||
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==Value based metrics vs. Traditional metrics== | ==Value based metrics vs. Traditional metrics== | ||
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[[Category:Portfolio Management]] [[Category:Metrics]] | [[Category:Portfolio Management]] [[Category:Metrics]] | ||
Revision as of 21:07, 10 February 2023
Abstract
Advances in project metrics have been rapid, but advances in portfolio metrics have been slow because not all companies maintain a project management office (PMO) dedicated to portfolio management activities. This can lead to changes in the role of the project manager, the metrics used, and the dashboard displays [1].
The purpose of this article is to outline the difference between the well-known metrics to measure Project performance and the ones to evaluate Portfolio performance.
Defining success on a project has never been an easy task. The focus has always been the triple constraints (see Iron triangle-link). Today, it is acknowledged that there are four cornerstones for success, where success is defined in terms of value that is expected.
Value based metrics vs. Traditional metrics
References
- ↑ Harold, Kerzner, Project Management Metrics, KPIs, and Dashboards, 2017, Wiley & Sons
