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A Quick Guide to Essential Project Management Metrics

Epicflow

This is where project management metrics come into play – they provide project managers with useful insights as to a project’s “health”. What are these metrics, what are they used for, and how to calculate them? What are project management metrics and why do you need them? What are the most common project management metrics?

Metrics 52
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Unemployed Agilists: How to Move from a Staff Role to a Line Job, Part 2

Johanna Rothman

Tools and technology: Operating systems, languages, anything specifically technical. I like to say I am an old programmer, because my tools and technology skills are in old languages and operating systems that no one cares about and often, no longer exist. At what level do you understand the products you’ve worked on?

Agile 100
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When Leaders Torture Their Employees

Markovitz Consulting

In a misguided attempt to improve quality, the management posts monthly scores on a variety of metrics. without understanding anything about effective use of metrics. Pity the employees at a Starbucks in midtown NYC. And why are they looking at the scores monthly?

Metrics 182
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An Insider’s Look at The Case Interview Scoring System

Management Consulted

Sandy Lerner, co-founder of Cisco Systems, once summed up consulting interviews perfectly when she said, “The first rule of any game is to know you’re in one.”. Our scoring system is on a 5-point scale – 1 is painful and 5 is perfect. If you’re anything like us, when you play, you play to win.

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Key Performance Indicators (KPIs) for Professional Services Firms

Progressus

These metrics provide the foundation for more outcome-oriented engagements, leveraging real-time data to secure contracts, monitor progress, and demonstrate the value of client investments. Which Metrics Are Essential for Professional Services Firms?

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Avoid These Pitfalls When Measuring Your Strategy’s Performance

Harvard Business

The first trap is when the strategic framework and measurement system don’t align. To fix it, cascade rather than amalgamate your metrics. To fix it, you must organize both around key stakeholders. The second trap is when companies measure what they do rather than what they achieve. To fix this, focus on stakeholder outcomes.

Metrics 68
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The Perils of Internal Disruption (Part 5)

Markovitz Consulting

Managers capture all kinds of metrics, from the number of patient falls in a hospital ward, to the first pass yield in a production line, to the number of hits on a website, to the time it takes to repair a bicycle. Too often, leaders react to every up and down in the metrics, asking for explanations and root causes that don’t actually exist.

Metrics 124