KPI Project Management

20 Unique templates for Business & Marketing

 Project Measurement Selection
Financial
Process KPI Objectives
Are project outcomes
delivering on business Are we continuously
expectation?
improving our work Financial
processes? - Report ROI, NPV, IRR and payback period of each project
- Report net operation margins
- Utilization of assets
F P
Process
- Maintain timing of approval sign-offs
- Maintain scope change control processes
- Maintain timely production of management reports
C E
Execution
- Minimise schedule, budget, quality and scope variances
Customer Execution - Minimise safety and environmental incidents
Are we meeting Are we delivering on - Reduce time to respond to project issues
customer and cost schedule, quality,
stakeholder reliability and safety? Customer
expectation? - Keep promises made to customers, employees and stakeholders
- Protect company image and reputation
- Improve customer satisfaction ratings
 KPIs for Project Management
Cost
- Planned budget
If we satisfy the needs of our
Finance

- Actual budget
customers, what outcomes will - Budget variance
our stakeholders see? - Cost saving
- Cost avoidance

Quality Quality Derivatives

Customer

- Quality of management - # of qualified innovation ideas generated

To achieve our vision, how - Quality of communications - % of recycled material used
must we look to our - % of rework - Workplace safety, %
customers? - Internal customer satisfaction
- External customer satisfaction

Scope Time Risk

Processes

- Unambiguity of the requirements Pages - Cycle time - Number of risks identified

Business

How are we going to satisfy

Internal

- Strategy, project alignment - Schedule variance - % of identified risk with mitigation plan
customer needs and meet financial - On-time completion - Occurred risks without mitigation plan
goals? - Missed milestones - Recurring risks
- Risk management costs

Resource Talent Management

Learning and

- Time spent on billable activities - Turnover

How should the company
Growth

- Planned resources vs used resources - Training and mentorship

learn and improve in order to
achieve its vision?
Project Management KPI
Selection Process SMART
A simple method on KPI selection is to leverage the SMART technique, with
ca be summarized as follows:

S M A R T
Specific Measurable Attainable Realistic Time-based

The KPI is clear and The KPI can be The KPI targets are The KPI is directly The KPI can be
focused toward expressed reasonable and pertinent to the work measured in a given
performance targets quantitatively achievable being done time period
 Insurer Date

Sponsor Activities Types of Key Performance

Indicators for Project
Advertiser Who pays? What is paid? Shares Management
Is it always the Is it always
customer? money?
A performance indicator or key performance indicator (KPI) is a
type of performance measurement. KPIs evaluate the success of
Dynamic Per Use an organization or of a particular activity (such as projects,
pricing Types programs, products and other initiatives) in which it engages.
How Much is of KPIs For What is paid?
paid? Is it always the Often success is simply the repeated, periodic achievement of
Is it always fixed? product? some levels of operational goal (e.g. zero defects, 10/10 customer
Volum Per Result satisfaction), and sometimes success is defined in terms of
discount making progress toward strategic goals. Accordingly, choosing
How is paid? the right KPIs relies upon a good understanding of what is
Is it always important to the organization. What is deemed important often
directly? depends on the department measuring the performance – e.g. the
Auction Per Add-On
KPIs useful to finance will differ from the KPIs assigned to sales.

Subscription Lease
Credit
Project Management KPIs (Key Performance Indicators)

Scope Cost Time

- Unambiguity of the - Budget variance - Cycle time
requirements, % - Cost avoidance - Schedule variance, %

Action Level of Strategic Project Management

Planning: KPIs:

Initiative:
A novel or difficult activity Stakeholders: Expected Improvements:
- Project sponsor - Efficiency and effectiveness
- Project team - Management style,
- External and internal clients communications, infrastructure
Project: - Compliance team - Value for the stakeholders
A method worked out in advance

Resource Quality Risk

- Productive time, % - % of rework - # of occurred risks without
- Internal compliance, % mitigation plan
Key Performance Indicators for Project Management
A performance indicator or key performance indicator (KPI) is a type of performance measurement. KPIs evaluate the success of an organization or of a particular
activity (such as projects, programs, products and other initiatives) in which it engages.

Often success is simply the repeated, periodic achievement of some levels of operational goal (e.g. zero defects, 10/10 customer satisfaction), and sometimes
success is defined in terms of making progress toward strategic goals. Accordingly, choosing the right KPIs relies upon a good understanding of what is important
to the organization. What is deemed important often depends on the department measuring the performance – e.g. the KPIs useful to finance will differ from the
KPIs assigned to sales.

How to create key performance indicators for a project correctly?

Track the project

Understand Decide on success Identify Choose Agree on a
Performance
Objectives metrics Stakeholders a tool schedule
Characterise
important process Data
behaviour?

Metrics, KPIs and Action

Measure performance
relative to enterprise
goals?
Metrics A performance indicator or key performance indicator (KPI) is a
type of performance measurement. KPIs evaluate the success of
an organization or of a particular activity (such as projects,
programs, products and other initiatives) in which it engages.

Apply process Often success is simply the repeated, periodic achievement of

analytics to KPIs to KPI’s
some levels of operational goal (e.g. zero defects, 10/10 customer
produce actionable satisfaction), and sometimes success is defined in terms of
information? making progress toward strategic goals. Accordingly, choosing
the right KPIs relies upon a good understanding of what is
important to the organization. What is deemed important often
depends on the department measuring the performance – e.g. the
KPIs useful to finance will differ from the KPIs assigned to sales.
Actionnable Information

Plant Operations Corporate

Management Management Management
Key Performance Indicators KPI, Metrics and Target (Example
and Template)
KPI Group Metrics Target

Actual as budget costs

5-10$ over planned budget is accepted but no more (the variance makes allowance
Cost
for uncertainty that comes with the software development process)
Budget needed for completion vs budget remaining

Lead time

Cycle time

Team velocity Track the general trend

Team’s Productivity
Open and close rates in production

Deployment frequency

Features planned vs features developed 90% of planned features implemented (10% left is allowance for minor holdbacks)
10-40 hours per moth (depends on a project’s size and the agreement between the
Time spent by your employees fulfilling your vendor’s requests
sides)
Customer Involvement
Time of delay with requirements elicitation sessions No more that 2 days

Overall customer satisfaction score Not less than 4 days

Team’s proactivity Not less than 3 days

Customer Satisfaction
Team’s reliability Not less than 4,5 days

Team’s responsiveness Not less than 4,5 days

 Current
State

Key Performance Indicators

KPI Uses Structure
Implemented Future
Solutions State
A performance indicator or key performance indicator (KPI) is a
type of performance measurement. KPIs evaluate the success of
an organization or of a particular activity (such as projects,
programs, products and other initiatives) in which it engages.
KPI
Often success is simply the repeated, periodic achievement of Uses
some levels of operational goal (e.g. zero defects, 10/10 customer
satisfaction), and sometimes success is defined in terms of
making progress toward strategic goals. Accordingly, choosing
the right KPIs relies upon a good understanding of what is
Proposed Business
important to the organization. What is deemed important often Solutions Objectives
depends on the department measuring the performance – e.g. the
KPIs useful to finance will differ from the KPIs assigned to sales.

Quality of
Requirements
5 Steps in Developing a Project KPI
A performance indicator or key performance indicator (KPI) is a type of performance measurement. KPIs evaluate the success of an organization or of a
particular activity (such as projects, programs, products and other initiatives) in which it engages.

How well you

measure progress
Understand toward, and gauge Identify Stakeholders How will you Agree on
Objectives achievement of, aggregate and track a Schedule
strategic goals? performance data?

What business goals What stakeholders What timeframe will

are you trying to are involved with you use to determine
achieve? Decide on Success choosing, tracking Choose the success or failure
Metrics and measuring KPIs? a Tool to achieve objectives?
 Comparison of KPIs vs Metrics in Marketing

KPI Metric

Conversion Rate (conversions and impressions) indicates Share of impressions only shows what was purchased in
effective audience targeting. the media buy.

Visit Rate (visits and clicks) indicates the number of Total clicks can be misleading as many can be accidental
clicks that were intentional. depending on the Ad.
VS
Cost and Conversion allows you to determine how much Total Conversions may seem good, unless you spent more
you spent getting each conversion. than you should have getting them.

Funnel abandonment rate can help you improve user Sessions or visits does not help you understand user
experience and increase conversions. experience or the website audience.

ROAS helps determine how profitable each dollar you Total Spend doesn’t help prioritise or optimise marketing
spend has been by channel or content. channels or content.
Key Performance Indicators KPIs
A performance indicator or key performance indicator (KPI) is a type of performance measurement. KPIs evaluate the success of an organization or of a particular
activity (such as projects, programs, products and other initiatives) in which it engages.

Often success is simply the repeated, periodic achievement of some levels of operational goal (e.g. zero defects, 10/10 customer satisfaction), and sometimes
success is defined in terms of making progress toward strategic goals. Accordingly, choosing the right KPIs relies upon a good understanding of what is important
to the organization. What is deemed important often depends on the department measuring the performance – e.g. the KPIs useful to finance will differ from the
KPIs assigned to sales.

Inputs KPIs Output

Project plan for cost, quality Performance measurement

Corrective actions
and time tools

Updated project
Organizational assets
plan
 Metrics
Qualitative assessments that
The Difference Between
enable organisations to KPI and Metrics
understand how initiatives
perform
A performance indicator or key performance indicator (KPI) is a
type of performance measurement. KPIs evaluate the success of
an organization or of a particular activity (such as projects,
programs, products and other initiatives) in which it engages.

Often success is simply the repeated, periodic achievement of

some levels of operational goal (e.g. zero defects, 10/10 customer
KPIs satisfaction), and sometimes success is defined in terms of
A subset of metrics that making progress toward strategic goals. Accordingly, choosing
indicate how effectively you the right KPIs relies upon a good understanding of what is
are achieving specific business important to the organization. What is deemed important often
outcomes depends on the department measuring the performance – e.g. the
KPIs useful to finance will differ from the KPIs assigned to sales.
 Timeliness Budget
Most Important Project
• Cycle time
• On-time completion percentage
•
•
Budget variance
Budget creation cycle time
Management Key Performance
time spent • Line items in budget Indicators KPI
• Number of adjustments to the • Number of budget iterations
schedule • Planned value
A performance indicator or key performance indicator
• FTE days vs calendar days • Cost performance index
(KPI) is a type of performance measurement. KPIs
• Planned hours vs time spent
evaluate the success of an organization or of a particular
• Resource capacity
activity (such as projects, programs, products and other
• Resource conflict YOY
initiatives) in which it engages.

Often success is simply the repeated, periodic

Quality Effectiveness achievement of some levels of operational goal (e.g. zero
defects, 10/10 customer satisfaction), and sometimes
success is defined in terms of making progress toward
• Customer satisfaction and loyalty • Number of project milestones strategic goals. Accordingly, choosing the right KPIs relies
• Net promoter score • Completed on time with sign off upon a good understanding of what is important to the
• Number of errors • Number of returns organization. What is deemed important often depends on
• Customer complaints • Training needed for project the department measuring the performance – e.g. the KPIs
• Employee churn rate • Number of cancelled projects useful to finance will differ from the KPIs assigned to
• Number of change requests sales.
• Billable utilization
List of the Main Project Management Models and
their Characteristics

PM Model Workflow Style Key Characteristic Project Type

Agile (including the practices of Scrum, Project of any complexity requiring the client
Flexible and people-centered Change-driven
Kanban, Scrumban, XP, Lean) to take an active part

Waterfall Linear and sequential Plan-driven Simple project with in-depth documentation

Projects with a well-defined idea that also

Hybrid (Waterfall + Agile) Structured yet changeable Combining planning and flexibility
offer space for experiments

Complicated projects with many mutually

Critical Path Method (CPM) Detailed and dependency-oriented Time-driven
dependent elements

Critical Chain Any complex projects (this model is

Straightforward and monotasking Resource-driven
Project Management (CCPM) commonly used with the Agile methods)

Any complex projects requiring careful

PRINCE2 Manageable and controllable Product-driven
preparation and control

PMI/ PMBOK Process-based and highly organized Experience-driven Basically, any project type
Year Project Timeline with KPI Template

## Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Project stage information

Project stage information

Project stage information

Project stage information

Project stage information

KPI #1 <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX>

KPI #2 <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX>

KPI #3 <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX>

KPI #4 <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX>

KPI #5 <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX>
6 Month Project Timeline with KPI Template

## Month 01 Month 02 Month 03 Month 04 Month 05 Month 06

Project stage information

Project stage information

Project stage information

Project stage information

Project stage information

KPI #1 <XXX> <XXX> <XXX> <XXX> <XXX> <XXX>

KPI #2 <XXX> <XXX> <XXX> <XXX> <XXX> <XXX>

KPI #3 <XXX> <XXX> <XXX> <XXX> <XXX> <XXX>

KPI #4 <XXX> <XXX> <XXX> <XXX> <XXX> <XXX>

KPI #5 <XXX> <XXX> <XXX> <XXX> <XXX> <XXX>

Project Management KPI Dashboard Template
Project name <Project Name> Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Project Manager <Name>

Date Start <dd.mm.yyyy>

Date Finish <dd.mm.yyyy>

More Info <information>

Task Status KPI Due Date More information

Type your text here 100 % <KPI> <dd.mm.yyyy> Type your text here

Type your text here 100 % <KPI> <dd.mm.yyyy> Type your text here

Type your text here 100 % <KPI> <dd.mm.yyyy> Type your text here

Type your text here 100 % <KPI> <dd.mm.yyyy> Type your text here

Type your text here 80 % <KPI> <dd.mm.yyyy> Type your text here

Type your text here 80 % <KPI> <dd.mm.yyyy> Type your text here

Type your text here 30 % <KPI> <dd.mm.yyyy> Type your text here

Type your text here 0 % <KPI> <dd.mm.yyyy> Type your text here

Type your text here 0 % <KPI> <dd.mm.yyyy> Type your text here
Project KPI Dashboard Template

100% 35% 10% 0% 0%

Lorem Ipsum is Lorem Ipsum is Lorem Ipsum is

simply dummy text simply dummy text simply dummy text
of the p typesetting of the p typesetting of the p typesetting

Progress 6 Month

Task Status KPI M1 M2 M3 M4 M5 M6

Type your text here 100 % <KPI>

Type your text here 100 % <KPI>

Type your text here 100 % <KPI>

Type your text here 100 % <KPI>

Type your text here 80 % <KPI>

Type your text here 80 % <KPI>

Lorem Ipsum has been the industry's standard dummy text ever since the 1500s, when an
Type your text here 30 % <KPI>
unknown printer took a galley of type and scrambled it to make a type specimen book. It
Type your text here 0 % <KPI> has survived not only five centuries, but also the leap into electronic typesetting,
remaining essentially unchanged.
12 Month Project Timeline with Milestones and KPI (Template)

## Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Milestone 1 Milestone 2

Project stage information

Milestone 3

Project stage information

Milestone 4

Project stage information

Milestone 5

Project stage information

Milestone 6

Project stage information

KPI <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX> <XXX>