Who you have on your projects determines the results delivered. As the level of project demand increases your need to better manage your resources and their performance.
Performance management services are required when:
- the number of persons/entities involved in project delivery (including consultants and contractors) does not allow their availability and performance information to be readily known
- a number of projects require access to (to share) rare/expensive specialized skills
- there are dedicated expert resources centrally managed, outside of other line structures.
In every organization of any size there always appears to be around 20 people that everyone wants on their project. However, operational management also see these same people as critical to their success, so managing these scarcer resources is important (and hard).
You need to ensure no projects are delayed or compromised due to skills or competency shortages so that they can deliver their outcomes and benefits in full and be measured as successful.
Key success measures for the PMO in performance management include:
- the number and percentage of skills/resources required that are met in full, on time and perform to the required competency level (and trend by skill category)
- the performance ratings for all external parties used
- the number and percentage of staff’s careers and skill/competency development courses that are met to plan
- the progressive increase in demonstrated competencies by key project/governance participants
Further support and useful tools to help you manage your investments, projects and portfolio are available from valuedeliverymanagement.com.
For the previous series by Jed Simms visit "PMO: What’s in a name?".
Jed Simms is CIO magazine's project management columnist. Simms, founder of projects and benefits delivery research firm Capability Management, is also the developer of specialised project management and project governance Web site valuedeliverymanagement.com
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