TABLE OF CONTENTS If you are working in a typical proje management environment, think about how you would answer the following and similar questions about metrics:
Are you confused about all the metrics that you have considered for your project?
Do you find that different metrics have different emphases and make it hard or impossible to compare apples to bananas?
Does every function in your company insist on its own metrics methodologies for measuring performance?
Do you find it impossible to compare the value metrics are supposed to show?
Do the metrics people not even define "value" in the same way?
Are your metrics not compatible with organizational culture, leadership style and managerial procedures?
Do you find it difficult to impossible to measure the qualitative dimensions of performance and try to "wing" or obscure them?
Is there lack of a hierarchy of metrics so individuals, teams, projects, and functions have a "clear line of sight" to the driving corporate objectives?
For some of your functions, is change so dramatic and frequent that metrics have a short life span?
Your answers to the above questions most likely are yes. This book will help you change all of your answers to no, which in this case is, paradoxically, the positive answer.
By following the 3Ms process...
