Value-Based Metrics for Improving Results

Mel Schnapper, Ph.D., is the founder and past Chairman of the Metrics Specific Interest Group (SIG) of the Project Management Institute (PMI) and a leading expert in the development of metrics for measuring, managing and improving performance. His approach to metrics comes from his training in Organization Behavior (metrics are social products) and Linguistics (metrics must have a common meaning amongst those who work together). His current consulting activity is in the areas of: performance management systems, career development, succession planning, leadership skills, teamwork skills and, of course, measuring the effectiveness of all of these interventions. Mel's current international consulting activity is in Afghanistan and Nigeria where he is bringing his metrics approach to democratization and government reform projects.Steven C. Rollins, MBA, PMP, PMOP, is President, CEO and Founder of the ALLPMO Network serving 18 worldwide PMO niche-specific web sites free to the public at www.PMOUSA.com. Steve is a best-selling author and well known national subject matter expert in Enterprise Project Management implementations and improvements. Steve's background includes extensive experience in industries such as Financial Services, Government, Healthcare, Human Resources, Information Technology, Insurance and Telecommunications. Steve has been a featured key-note speaker at many project management events speaking to ""Growing the Business, The Value Proposition of Project Managers"" at PMI Chapters and Businesses across the USA, Canada, Europe and Asia. Additionally, Steve is currently the PMI Metrics Specific Interest Group Chair and the Executive Chair of the Mid-America PMO Regional Group that operates as a chapter to the PMI PMO SIG with a membership of more than 700 people serving seven states in the midwest.

• ForewordAcknowledgementsAbout the AuthorsPrefacePart 1 - Defining the MethodologyChapter 1 - IntroductionChapter 2 - The Value of a Metrics Methodology on BusinessChapter 3- What is ValueChapter 4 - How to Create and Exceed ValueChapter 5 - Alignment of ALL MetricsChapter 6 - Skills Building ExercisesPart II - 3Ms Measurement Program for the OrganizationChapter 7 - Metrics and Program/Project Management Chapter 8 - Role/Authority/Decision Making Chapter 9 - Metrics and Corporate CultureChapter 10 - Initiatives That Support The 3MsChapter 11 - Other Applications of 3Ms MethodologyChapter 12 - Applying Theory of Constraints the TOC WayChapter 13 - The Value Proposition of an Organizational Project-Based Metrics ProgramPart III - 3Ms Measurement Tools for the OrganizationChapter 14 - The Metric Profile TemplateChapter 15 - Project Management ContextChapter 16 - Management OversightChapter 17 - Project Integration ManagementChapter 18 - Project Scope ManagementChapter 19 - Project Time ManagementChapter 20 - Project Cost ManagementChapter 21 - Project Quality ManagementChapter 22 - Project Human Resource ManagementChapter 23 - Project Communications ManagementChapter 24 - Project Risk ManagementChapter 25 - Project Procurement ManagementChapter 26 - Project Fraud ManagementChapter 27 - Project Management Office ManagementPart IV - Realizing the Value Proposition of an Implemented Measurement Program for your OrganizationChapter 28 - Metrics Maturity Model Chapter 29 - Road Map Schedule for Implementing a 3M's Measurement ProgramChapter 30 - Business Case for Implementing a 3Ms Metrics ProgramChapter 31 - SummaryGlossaryAPPENDICESMetrics Maturity Model Project Schedule for 3Ms Implementation Roadmap Business Case for Project Management Metrics3M Metric Profile Samples