Every SEPG helping its company move
from Level 1 to Level 2 faces this question. The answer is
simple: the SEPG goal should be to implement a tool set for both
project teams and management, not a text book metrics program to "pass"
an assessment. Metrics for use, not for assessment, will come
from your project life cycles and will enable projects to:
ºset realistic deadlines
ºset reasonable effort and duration goals for work breakdown
structure (WBS)
elements (You must have a WBS!).
ºtrack actual effort and duration on WBS tasks.
As bonuses (true process improvement always has "freebies") the same
metrics that projects collect and analyze for their own use, besides
satisfying maturity models, will be rolled up (by the SEPG) into a
company wide picture for management and projects. Yet another
bonus: your company will have moved toward Level 3 with a useful
metrics program for running the business, not an add-on to it.
Based on lessons learned from high maturity examples, this presentation
gives SEPG members insight into the three crucial metrics of every
business: productivity, quality, and timeliness.
Ken Dymond
15th Annual SEPG conference, Feb. 2003, Boston, Massachusetts
__________________________
For downloadable complete power point
slides of presentation in pdf.
©Process Transition International, Inc.
March 2009
