PMO Metrics Recommendations

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Introduction
The purpose of this document is to recommend metrics to be used by the Project Management Office
(PMO) to measure and analyze their project and PMO success. The metrics are divided into Project and
PMO levels and each one is defined with description, source, tracking, analysis, and reporting
information.
The mission of the Project Management Office (PMO) is to provide the project management foundation
and services that establish an environment where:
Project success is the norm.
Functional organizations gain benefit from their investments.
PMO services are desired because of their consistent success and professionalism.
<client> as an organization is recognized by the enterprise for their successful project delivery that
meets or exceeds our customers expectations for agreed upon requirements, on schedule and to
budget.
Project manager professionalism continually grows through common approaches, shared learning,
and mentoring.
The following project and department (PMO) metrics were identified to enable the PMO in achieving
these goals.
Project Level Metrics - Overview
Project level metrics are intended to measure the projects progress and performance. The PMO
performance measurements for project success are:
1. All documented and agreed upon business objectives and project goals are achieved by the project
2. The end product is fully delivered to and used by a satisfied customer
3. The project achieves targeted schedule and costs while providing the defined capability.

With these goals, the project level metrics are:
Project Schedule Variance Tracks and reports variance of forecasted completion date against the
baseline project completion date.
Project Cost Variance Tracks and reports variance of actual and forecasted project cost against
baseline project budget.
Customer Project Satisfaction Measures project success from a stakeholder perspective based on a
satisfaction survey issued by PMO to IT and Business at the end of a project.
Milestone Schedule Variance Tracks and reports variance of actual and forecasted completion
dates against baseline milestone completion dates.
Milestone Cost Variance Tracks and reports variance of forecasted and actual milestone cost
against baseline milestone budget.
Project Success Rating Numerical rating calculated at the completion of a project based on the
Schedule, Cost and Customer Satisfaction.
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PMO Level Metrics Overview
PMO level metrics show trends across all projects over the course of months. Tracking and analyzing
these trends allows the PMO to:
1. Identify trends and adjust processes, tools or other items to continue to mature the organization.
2. Demonstrate continuous improvement in the management of projects.

The recommended PMO level metrics are:
Project Schedule Summary Monthly statistics on project delivery, from the schedule perspective,
showing the number of projects that completed ahead, over or on schedule.
Project Budget Summary Monthly statistics on project delivery against budget showing the number
of projects that completed under, over or on-budget.
Resource Utilization Tracks and reports variance of resource usage against overall allocation.
Customer Project Satisfaction Summary Monthly statistics showing trends of customer responses.
Project Success Rating Summary Monthly summary of the numerical ratings from the projects that
closed during the previous month.
Some of the project and PMO metric recommendations may not be achievable at this time, but are
presented as a goal to work toward as the organization continues to mature.
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Project Level Metrics
The following set of metrics is required at the individual project level to provide the necessary
information that will allow the project managers and management to drive successful delivery and
continuously improve performance.
Project Schedule Variance Metric
Description This metric Tracks and reports the variance between the baseline project completion date
and the forecasted project completion date.
Source This data is currently available through <Client Time Tracking Tool>. The project manager
establishes a schedule in the tool based on work to be done and the approved project completion date
in the Charter or adjusted through the change management process. The schedule is baselined to
establish a line to measure progress against. Throughout the project, resource progress is tracked and
remaining effort is recalculated to identify potential change to the project end date. This forecasted
change is the project schedule variance and can represent either as positive (achieving the project goals
sooner) or negative (expanding beyond the baseline date) movement. The baseline completion date
should only be modified with an approved change request.
Tracking Ideally, forecasting and progress checks should be performed weekly utilizing actual and
estimates to complete (ETC) by resource. Delivery dates of intermediate deliverables should be
monitored for slippage to verify overall project schedule is not in jeopardy.
Recommendations: In order to more effectively use <Client Time Tracking Tool> to track this, two best
practices need to be adopted:
1. Record Estimates to complete (ETC) for each activity by resource to reflect progress
accomplished and not simply hours spent.
2. Track schedules on a Resource Based rather than Task Based method. Task based (aka Fixed
Duration) locks the finish date for tasks. Any slippage in hours is compared to that date.
Resource Based (aka Fixed Work) allows the finish date to adjust based on the ETC and
dependencies. This allows the project manager to identify schedule slippage earlier and make
adjustments.
Analysis Project managers review the week to week changes in the overall projected completion date
to determine what actions, if any, are required to pull the project back on schedule. Slippage in any
intermediate deliverable completion dates should also be analyzed for root cause and possible trends.
Corrective actions should be documented and taken early on to reduce the risk of runaway projects.
Reporting Currently, formal reporting is required monthly on the <client> Project Status Report using
the following Red/Yellow/Green indicators:
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Red if variance is > 10% of project duration (Baseline Finish Actual Start)
Yellow if variance is > 5% but <= 10% of project duration
Green if variance is <= 5% of project duration

The Project Tracking Summary section of the status report shows schedule variance:



Recommendations:
1. Since project schedule slippage occurs day to day, project managers need to review the data
and address issues each week.
2. Corrective actions planned and taken should be reported for projects with the Red and Yellow
status indicators.
3. Generate a weekly report from <Client Time Tracking Tool>showing the schedule variance using
the fields Base Finish, Early Remaining Finish, and Variance Baseline Finish. In addition, this level
of tracking will enable Earned Value reporting directly from <Client Time Tracking Tool>.
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Project Cost Variance Metric
Description This metric tracks and reports variance of actual and forecasted project cost against the
baseline project budget.
Source This data is only partially available through <Client Time Tracking Tool>. The initial baseline
cost is established by the budget. It is placed in <Client Time Tracking Tool> using a combination of:
A standard bill rate of $60/hour for internal resources (assessed annually)
Contractor actual rates
HW/SW costs from the original budget
Consultant projected costs from their statement of work.
True resource costs are stored in the Oracle Financials system and only reported at the project level, in
group totals.
Internal and Contractor costs are tracked in <Client Time Tracking Tool>in the same method as the
tracking done for the Project Schedule Variance metrics. Actual hours are entered by resources at the
activity level and remaining effort is forecasted. This is multiplied by the associated hourly rate to
calculate costs.
Consultant, HW/SW, and other costs are tracked by invoices or accrual process. As invoices are
received, the expenses can be entered into Primavera by the project manager or by the Resource
Analysts to ensure a holistic view of the project cost.
On a monthly basis the Oracle Financials information is extracted to true up the actual costs and re-
evaluate the forecast. Project Cost Variance is measured by comparing the cost of the effort to date and
the remaining effort (estimate at completion) against the baseline cost.
The current cost tracking method has issues.
1. The accuracy of the standard bill rate fluctuates depending on the actual resources assigned to
any given project. This results in project managers having to work toward budget, not hours.
2. Notification of invoices is often delayed, resulting in understated current costs. This can be
mitigated by requiring project managers to accrue the costs based on either timesheets or
payment schedules rather than waiting for invoices.
3. Actual costs for internal labor from the Oracle Financials system may cut off as much as two
weeks before the month end reporting, again, understating the current spend.
4. Current policy states that a maximum 2% variance between the estimated SOW baseline project
budget baseline and actual spend is acceptable. Utilizing existing tools it is difficult to track the
variance that accurately.
Recommendations:
1. Provide a weekly report or feed from the Oracle Financial system to the projects for comparison
and adjustment. Note: weekly feeds would not include accruals since these are only part of the
monthly Oracle processing. They may still reflect a 2 week lag for internal labor cost.
2. Implement an average hourly rate by role and use this rate for forecasting and reporting costs.
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The primary role of each resource would need to be verified. This would bring the tracking
more in line with the reports from the Oracle Financials system. [Note: To maintain salary
anonymity, some roles with fewer individuals may need to be averaged with similar roles.]
Tracking The tracking changes suggested for the Project Schedule Variance (ETC and Resource Based)
are applicable with the tracking for internal and contractor work.
Recommendation: To obtain a holistic view of the project cost variance, update the HW/SW costs,
consultant invoicing, and other expenses in Primavera in a timely manner to facilitate more accurate
reporting.
Analysis Project managers review the week to week changes in the overall projected cost to determine
what actions, if any, need to be implemented to bring costs into alignment with the budget. In addition,
intermediate deliverable cost at completion slippage should be analyzed for root cause and trends.
Corrective actions should be documented and taken early on to reduce the risk of runaway projects.
Reporting Currently, formal reporting is currently required monthly on the <client> Project Status
Report. Since cost slippage occurs day to day at the activity and deliverable level, project managers
should review the data and address issues every week.
For formal reporting the following Red/Yellow/Green indicators are used:
Red if projected costs are > 10% higher than current baseline budget
Yellow if projected costs are > 5% but <= 10% higher than baseline budget
Green if projected costs are <= 5% higher than baseline budget

Recommendations:
1. Modify the Project Tracking Summary from the <client> Project Status Report to show cost
variance as illustrated in #2 of the Financial Summary below.
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2.
Generate a cost variance report from Primavera using the fields Baseline Cost, At Completion
Expenses, and Variance Baseline Cost. This level of tracking allows Earned Value reporting in
Primavera.
Customer Project Satisfaction Metric
Description Satisfaction Survey issued by PMO to IT and Business at the end of each project in order to
measure project success from stakeholder perspective.
Recommendation: Create a standardized survey issued to key stakeholder at the completion of each
project based on the following Source, Tracking and Analysis.
Source Identify a method to produce a Customer Satisfaction Survey using questions similar to the
ones listed below. Use a scale of Strongly Agree (5), Somewhat Agree (4), Agree (3) Somewhat Disagree
(2) and Strongly Disagree (1). The numeric values will be used for the Project Success Rating metric.
1. Business objectives
The project team understood the business objectives of the project.
The end product met the business objectives and goals.
2. Communications
I was kept informed of the progress of the project.
There was open communication with the project team.
I received answers to my project related questions in a timely manner.
The level of communication helped eliminate surprises on the project.
3. Management
I was comfortable that the main project risks and issues were being managed.
The project was managed to a logical schedule.
Changes to the scope, schedule and/or budget were presented for discussion and approval.
4. Success
The product was delivered when promised.
The project costs were within budget.
The product delivered included the needed capabilities to achieve our purpose.
5. Overall Satisfaction (Change scale to Very Satisfied, Somewhat Satisfied)
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How would you rank your overall satisfaction with the delivery of this project?
The PMO would issue the survey and request that responses be returned to an individual not directly
associated with the project being surveyed.
Tracking Survey results are collected once for each project. Project-to-project tracking and trending is
handled at the PMO level. See Customer Project Satisfaction Summary metric for more information.
Analysis The results of the survey are to be discussed with the project manager, ideally without
revealing the response of any given individual. If additional clarification is necessary, the PMO will
contact the respondents. Lessons learned that resulting from the review are documented and shared
with the rest of the PMO.
Reporting Consolidate reporting at the PMO level to show trend information and publish the
combined results. See Customer Project Satisfaction Summary metric for more information.
Sample Project Survey Results Graph:

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Deliverable Schedule Variance Metric
Description Tracks the variance of actual and forecasted completion dates against the baseline
completion dates for project deliverables.
Recommendation: Implement project planning and scheduling around the concept of a Deliverable as
illustrated below.
Source Utilize a Deliverable based project schedule approach in order to track schedule variance at a
more granular level as illustrated in the image below.

The project is built from the products (A, B, and C above) identified in the Work Breakdown Structure
(WBS). Each Deliverables has an associated baseline finish date, hours and cost estimates against which
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actual and forecasted information is measured. A strict implementation of this method requires all
activities to be included in a Deliverable with associated predecessors. The impact of extending any
given activity would then change the planned end date of that Deliverable, causing a variance. Project
management aspects (status meetings, reporting, tracking, admin, etc.) should be included in a Project
Management Deliverable.
Deliverables (other than Project Management) are not allowed to run the length of the project. For
example, Requirements in the current schedule template has an activity entitled Requirements
Management used to track the requirements through the remainder of the project. We recommend
that the Deliverable Requirements Document use an activity to Create the Requirements Traceability
Matrix in Requirements and then future Deliverables, such as Test Plan, would include an activity to
Update the Requirements Traceability Matrix.
With this approach Deliverables become checkpoints to measure planned vs. actual progress throughout
the project, allowing for earlier identification of off-track projects and enables stronger Earned Value
based measurements.
Primavera facilitates this level of tracking through the utilization of sub-phases for each Deliverable, as
illustrated in the image above.
Tracking Currently, in the Primavera project schedule, the cost associated with consultants and
hardware / software are forecasted in total as part of the Planning phase in. Actual costs are then
entered into the Planning phase against the budgeted amount. Although this does not affect the overall
project tracking, it will impact the deliverable level tracking.
Recommendation: Include the projected costs for Consultant, Hardware and Software expenses as
components of the baseline costs for the phases and deliverables where they are projected to occur. As
the actual costs are incurred (either invoiced or accrued) they are tracked against the baseline.
Implementing this change along with the changes described in the Sourcing section above allows the
tracking performed for the Project Schedule Variance to automatically feed the Deliverable Schedule
Variance.
Analysis Project managers review the week to week changes at the Deliverable level to determine
what actions, if any, need to be implemented to comply with the schedule. Keeping the Deliverable
completion dates from slipping keeps the overall project on track.
Reporting The current Status Report Template has a Standard Deliverables/Milestones Schedule Status
table.
Recommendations:
1. Ensure that the Deliverables listed in the status table mirror those set up in the project
schedule.
2. Add a column to display the variance.
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3. Use Red/Yellow/Green indicators to visibly show variance:
Red if variance is > 1 week beyond baseline completion date and no plan created to correct.
Yellow if variance is < 1 week beyond baseline completion date or > 1 week with corrective
plan.
Green if variance is ahead of schedule.
Clear if on schedule.
4. Use the same <Client Time Tracking Tool> reports that show Project Schedule Variance and
Earned Value at the Deliverable level to report variances. This is accomplished by adjusting the
detail level displayed to include the subtasks.
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Deliverable Cost Variance Metric
Description Tracks variance of actual and forecasted milestone cost against the baseline Deliverable
budget.
Source Currently project managers are not required to track variance at the Deliverable level.
Recommendations:
1. Implement the recommendations from the Sourcing section of the Deliverable Schedule
Variance metric described above. This will enable Schedule Variance tracking.
2. Establish the <Client Time Tracking Tool> sub-phase level for Deliverables as illustrated in
Deliverable Schedule Variance.
3. Provide a mechanism to report on cost variances between Oracle and <Client Time Tracking
Tool> at the Deliverable level (i.e. sub-phase). This would allow closer tracking of the planned
and actual true costs at the Deliverable rather than Project level. Options might include
Business Objects reporting; direct feed from Oracle to Primavera; using role-based resource
costs the closely resemble true costs; or other method.
Tracking Once the recommendations give in the Sourcing section above are established, the tracking
performed for the Project Cost Variance will automatically feeds the Milestone Cost Variance.
Analysis Project managers review the week to week changes in the individual Deliverable cost to
determine what actions, if any, need to be implemented to bring costs into alignment with the baseline.
If the Oracle feed is not changed it will be difficult to match the true costs at the Deliverable level.
Managing the cost of the individual Deliverables will keep the overall project budget in check.
Reporting The current Standard Deliverables/Milestones Schedule Status table on the status report
will need to be expanded to include baseline and projected/actual cost. Indicator values can be defined
to show variance as:

Red if projected Deliverable cost is > 10% higher than current baseline budget
Yellow if projected Deliverable cost is > 5% but <= 10% higher than baseline budget
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Green if the projected Deliverable cost is less than the baseline budget
Clear if projected Deliverable cost is <= 5% higher than baseline budget
Recommendation: Use the same <Client Time Tracking Tool> reports that show Project Cost Variance
and Earned Value for the Deliverable level by adjusting the detail level displayed.
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Project Success Rating Metric
Description Numerical rating calculated at the completion of a project based on the Schedule, Cost
and Customer Satisfaction.
Recommendation: Create a Project Success Rating metric showing the overall success of a project.
Source The rating is based upon a 5 point scale and is calculated at the completion of a project using
the Schedule Variance, Budget Variance, Overall Customer Satisfaction and the Customer Satisfaction
Survey results. The calculation is based on the following factors.
20% Schedule (5 Points)
<= +/- 5% from baseline = 5 Points
Up to +/- 15% from baseline = 3 Points
> +/- 15% from baseline = 1 Point
20% Budget (5 Points)
<= +/- 5% from baseline = 5 Points
Up to +/- 15% from baseline = 3 Points
> +/- 15% from baseline = 1 Point
20% Overall Customer Satisfaction (5 Points)
Average of the answers to the Overall Customer Satisfaction question on all surveys
returned
40% Customer Satisfaction (5 Points)
Numerical average of all answers on Customer Satisfaction Survey except the Overall
Customer Satisfaction on all surveys returned
Rating = 0.2*Schedule + 0.2*Budget + 0.2*Overall + 0.4*Customer Satisfaction
Tracking The data for this calculation is collected manually from the Schedule Variance, Budget
Variance and Customer Satisfaction surveys for the project.
Recommendation: Create a Project Rating spreadsheet for the project manager to enter the raw data
from their individual projects as they close. This will eliminate the need to recollect that data for the
monthly summary.
Analysis The actual analysis for this rating is performed at the individual pieces. In the event that the
overall rating is low, review the analysis for the individual pieces to
Reporting The score for each completed project is reported in the monthly PMO report issued to
management. Projects with scores of 4.5 or greater should receive positive recognition. The minimum
requirement to receive a 4.5 rating is two 5s and two 4s with one of the 5s is in the Customer
Satisfaction area.
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APMO Level Metrics
Project Schedule Summary
Description Consolidated project delivery summary statistics to show month-to-month trends on
project delivery.
Recommendation: Create a monthly Project Schedule Summary report that shows the number of
completed projects that finished early, late and on schedule.
Source The base for this information is in <Client Time Tracking Tool>. At the beginning of the month,
schedule data is pulled for projects completed in the previous month. Required information includes
project identification (name, number, etc.), baseline finish and actual finish. (Note: Definition of finish
needs to be determined, i.e. implementation or closure). <Client Time Tracking Tool> should be able to
accommodate multiple finish dates if there are multiple releases.
Tracking Assuming the recommended proper project level tracking and actual / ETC updates are
occurring, no extra tracking is necessary. A milestone should be included in the <Client Time Tracking
Tool> template and schedules that corresponds to the finish date (either project closure or
implementation). Predecessors should be utilized to adjust the finish date automatically based on
changes to the schedule.
Analysis Many variables can impact the delivery of any given project, but in general the summary
information should trend toward on or ahead of schedule. Individual projects that are late should be
reviewed to determine root cause. Recurring reasons might indicate a systemic issue and would be
candidates for new processes or tools. If multiple projects fail during a given month, additional analysis
should be performed to see if there have been organization level changes that impact project delivery.
Reporting A report from <Client Time Tracking Tool> will pull the project finish date information based
on the standard project completion milestone for those projects (or implementations) completed the
prior month. Reporting logic should pull data for a few previous months and update the previous graphs
to account for any changes.
The information can be displayed in a stacked column graph or other image showing on time, early and
late project counts by month.
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Project Budget Summary Metric
Description Monthly statistics for completed projects showing delivery against budget, graphically
displaying the number of projects that complete on, under or over budget.
Recommendation: Create a monthly Project Budget Summary report that shows the number of
completed projects that finished under, over and on budget.
Source The source of the planned budget information is from <Client Time Tracking Tool>. Project
level baseline information is recorded at the beginning of the project and modified using the Change
Management process. The standard project tracking will account for the actual costs. Note: true
financial costs are managed in Oracle Financials. For metric tracking, <Client Time Tracking Tool> is the
source of record.
Once a month, data is pulled for completed project for analysis and reporting.
Tracking Tracking is done at the individual project level as described in the Project Budget Variance
metric. This metric summarizes the information from completed projects. The project level tracking
trends will be the leading indicators of this summary.
One erroneous practice observed at other companies is issuing a Change Request at or near the end of
the project to true up the costs. This eliminates any final variance and prevents organizational maturity.
This is sometimes done under the guise of transferring funds to or from other projects and called budget
management. This should be avoided.
Analysis Project budgets can be impacted by many factors, including hardware/software costs and rate
increases. In general the summary information should trend toward more projects completing on or
under budget. Individual projects that go over budget should be reviewed to identify causes. Recurring
reasons are candidates for new processes or tools to correct the issue. If multiple projects fail during a
given month, additional analysis should be performed to see if there have been organization level
changes that impact project delivery.
Reporting Statistics are collected monthly and displayed using a graph like the clustered column
below, grouped by month. A twelve month rolling display will show trending.
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Resource Utilization Metric
Description Tracks and reports variance of resource usage against allocation at the resource level.
Source The main source for this metric is in <Client Time Tracking Tool>. Progress is currently using
<Client Time Tracking Tool>s Resource Availability Report showing the sum of the hours for each
resource across all projects. It displays the accumulated number of hours spent and, for future time
periods, the forecasted hours. The web version allows immediate drill down to see the actual projects
each resource is assigned to.
Some Managers hold weekly meetings to discuss and change resource assignments. Project managers
are not always invited to attend or made aware of the outcome. Attending all resource management
meetings would also hamper the project managers productivity. Project managers are frequently asked
to level their resources (cut forecasted hours) to reduce over allocation. Neither one of these tactics are
effective.
Recommendation: Define and implement a Resource Request / Allocation process that allows project
managers to request resources by role and timeframe and enables managers to allocate resource to fill
the need. This will require an organizational level change.
The web version of <Client Time Tracking Tool> has a resource module that allows resources to be
requested and allocated based on role. This module is not currently utilized but is being reviewed by
the Resource Analyst team. This module would allow project managers to request resources at different
percentages throughout the duration of the project, accounting for ramp up and release. Managers
could then allocate accordingly and gain a better picture of resource needs and contention.
Formalizing the process and making the information more visible allows the project managers to better
plan and forecast project completion. As part of the allocation, it is important that Managers designate
time for support and maintenance activities for existing applications.
Tracking Tracking is currently managed in <Client Time Tracking Tool> using the client-based Resource
Availability report. At the organization level, individual managers use various methods to manage their
resources.
Recommendations:
1. Move to the web-based reports which give immediate access to the project details for each
resource. This will allow project managers to see which other projects are vying for their
resources time.
2. Provide Managers with a tool that allows them more visibility to resource tracking information
and one that formalizes the request / allocation process. A project manager would then track
actual usage against the planed allocation for each resource. Any significant schedule changes
or project priority changes that impact the resource usage are required to be resubmitted,
analyzed and re-allocated.
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3. Require that Remaining Work is updated for each activity by resource to reflect true effort
remaining and not simply subtracting hours spent from the original amount. If this is not done
the roll up to the resource level will be inaccurate.
Analysis The practical test of the allocation will be seen in the web based <Client Time Tracking Tool>
tool. This should be reviewed weekly to eliminate large over or under allocations. The details show the
projects that are impacted. Resource contention is reviewed first by the project managers and
escalated when unresolved.
Reporting Resource allocation reporting comes from <Client Time Tracking Tool> through the Resource
Availability Report, the allocation module, or other similar reports. Resource Managers are the main
recipients and adjustments are made with the project managers.


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Customer Project Satisfaction Summary Metric
Description Creates a monthly average of the Customer Project Satisfaction survey results by focus
area (Business Objectives, Communications, Management and Success).
Recommendation: Create a monthly Customer Project Satisfaction Summary report from the individual
projects complete the previous month.
Source The source for this metric is the project level customer satisfaction surveys. The results are
collected by month and an average for each category is taken. Consideration may be needed for late
arriving surveys.
Tracking Tracking is performed manually. The results from the project surveys are collected and
entered into a spreadsheet for analysis and reporting.
Analysis Initial analysis was performed at the project level to determine the cause of poor results. At
the summary level, trends are assessed to determine if additional management involvement,
communication, processes or tools can help drive success from the customers perspective.
Reporting The month by month results can reported in a number of method (one overall score for the
month, individual answers, etc.). A simple grouped column graph showing the average value by
category gives a good, condensed view of trending.

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Project Success Rating Summary
Description Monthly summary of the numerical ratings from the projects that closed for the previous
month.
Recommendation: Create a monthly Project Success Rating Summary report from the individual
projects complete the previous month.
Source The source of this data is average rating of all projects completed the previous month.
Assuming the project managers are populating the Project Rating spreadsheet recommended in the
Project Success Rating metric, the information should be readily available to produce an overall average.
Tracking Include in the Project Rating spreadsheet columns to create the averaged rating by month.
Analysis Check the overall trend of the average ratings. Sharp changes should be reviewed for
corrective actions or best practices. Include interpretation of any changes (ex. fewer projects skewed
average toward extreme rate on single project) and trends.
Reporting The monthly PMO report to management contains the scores for each of the projects
completed in the prior month. A trending chart can be generated showing the average PMO rating by
month.

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Summary
The eleven metrics recommended above are intended to achieve the mission of the PMO as
demonstrated by the following table.
Mission Statement Supporting Metric
Application Development project success
is the norm.
Project Schedule Variance
Project Cost Variance
Milestone Schedule Variance
Milestone Cost Variance
Project Success Rating
Functional organizations gain benefit from
their investments.
Customer Project Satisfaction
Resource Utilization
Customer Project Satisfaction
Summary
PMO services are desired because of their
consistent success and professionalism.
Project Schedule Summary
Project Budget Summary
Customer Project Satisfaction
Summary
Project Success Rating Summary
<client> as an organization is recognized
by the enterprise for their successful
project delivery that meets or exceeds our
customers expectations for agreed upon
requirements, on schedule and to budget.
Project Schedule Summary
Project Budget Summary
Customer Project Satisfaction
Summary
Project Success Rating Summary
Project manager professionalism
continually grows through common
approaches, shared learning, and
mentoring.
Project Schedule Summary
Project Budget Summary
Customer Project Satisfaction
Summary

As the organization matures, the objectives and expectations will change. As they do, the metrics are to
be reviewed, adjusted and replaced as necessary to ensure continued success.