Using an odd number allows an observed behavior to be rated right in the middle. When they have a greater choice than 1, 2, or 3, raters feel that they can be fairer and differentiate more carefully in their ratings.
Giving this as a choice, rather than forcing an uncertain one, also makes the data more valid. Here's how three groups rated the project manager's behavior under the interpersonal and communications skills competency of Keeps People Informed: score from managers, 6. The assigned numbers show an average of the values that the three categories of raters gave for one behavior. The overall rating for Keeps People Informed was 5.
The best respondents include those who have the most interaction with the project manager—supervisors, team members, direct reports, and so on. In fact, each respondent can provide a different perspective on the project manager's performance. The better the selection of respondents who rate the project manager's activities, the more valuable the feedback.
This is where the value of the feedback tool really shines. From here, you can build a complete picture of the performance based on each of the agreed-upon competencies and behaviors. Doing a traditional performance evaluation for anyone can be a time-consuming process. Exhibit 2. The individual graph shows the project manager's composite score from all raters for each of the competencies.
The group graph is the average of each competency for all the project managers in the group. Exhibit 3. The project manager's score from each rating group for each competency is shown on this graph. Included in this graph is the project manager's own rating of himself, as well as the rating from his manager.
Today's advanced communications and computing power, though, helps smooth the process and improve the quality of feedback. By putting a feedback survey on a floppy disk or, even better, using the Internet. Using this tool, each survey takes a rater or respondent only 15 minutes to complete.
Data from all respondents are sent to an automated collection area where they are compiled into a comprehensive page report. Exhibit 4. Behaviors B5-B8 are listed under the competency, interpersonal and communication skills.
Specific measures are listed under each behavior to help all the raters have the same understanding of that behavior. The value and range of scores for each rating group is also shown.
This process assures confidentiality that in turn assures more thorough and honest feedback from respondents. It also puts the information in control of a disinterested party outside the company, never in the hands of an individual who could abuse the confidentiality requirement. In the example shown in the overview graph, a project manager's performance is compared against the average performance of all project managers in the company see Exhibit 2.
Notice that the project manager is rated higher than the group in the leadership competency, but lower in product management and business management. This feedback suggests important areas in which the project manager can improve during the next review cycle. Information can also be viewed according to the category of respondents, as shown in Exhibit 3. The top line on this graph shows the project manager's self-score. It looks as if the project manager in Exhibit 3 has a consistently high opinion of himself.
The point of concern comes from seeing where the project manager's boss rated him—on the bottom line on the graph. Note that the team rating of the project manager's performance is in the middle of the two.
This shows a significant discrepancy, so it should be discussed and resolved, taking into account all points of view. Understanding the scores by individual behaviors is even more valuable.
The rating on this behavior of the project manager is 2. As these exhibits show, the feedback report helps understand how well project managers perform, in their own eyes and in the eyes of those with whom they work, measured against the key competencies and behaviors necessary to be successful in the job.
Satisfied users have found the key to using this feedback tool well is to take time initially to build people's confidence in the process. That involves communicating its purpose clearly to all participants. Typically, these interviews are conducted at two points in the project life cycle: 1 at the time of project authorization and 2 at the end of the project after mechanical completion and startup Griffith, The data collected in these interviews are then translated into relational databases, which are the primary tools used for measuring performance and identifying Best Practices.
Using these databases, IPA develops statistical models, builds comparison groups, and conducts research. Statistical models are used to determine industry average performance for several different outcome metrics.
They are used to determine the absolute performance of a specific project versus industry benchmarks. In addition to statistical models, IPA compiles comparison groups of projects with similar characteristics that are used to determine industry averages for specific performance metrics and to validate the statistical models.
The databases are also used for basic research. The IBC has sponsored over different research studies. The results of these studies are then fed back into the benchmarking process. With these analysis tools and research, member companies benchmark their individual projects and project systems against specific comparison groups. Member organizations systematically add projects to the database and each project is evaluated.
Outcome performance metrics and the application of Best Practices are benchmarked. Consortium members receive feedback with a detailed explanation of the results, conclusions, and recommendations. In addition, a company may have all of its projects compiled into a single project system analysis, which looks for overall system trends and learnings.
This approach provides member companies with an analytically robust platform for benchmarking on a continuous basis. The analysis tools provide reliable external standards for setting competitive, but achievable, goals on both an individual project basis and on a system basis. In addition, the research studies and best practice metrics provide companies with the critical learnings that make it possible to achieve the goals they have set. The projects in IPA's databases cover a wide range of industries, types, sizes, technologies, and characteristics.
The consortium benefits from project databases focused on upstream exploration and production, information technology, buildings and civil works, small projects, and extremely large projects.
There is also a benchmarking database for plant shutdown and turnaround projects. Database, is made up of projects in the downstream process industries such as refining and chemicals and has the following characteristics:.
All cost data are converted to a single currency and de-escalated to a common year. Appropriate location adjustments based on local labor rates and productivity factors are made as part of every project evaluation.
Costs and schedules are adjusted for any external factors such as strikes or extreme weather. In addition, the statistical models are designed to control for project characteristics such as size, technology, and scope. When applied to a specific project, the statistical models adjust for the unique characteristics of the project and produce an industry average benchmark for comparable projects along the range of the model distribution.
In order for the consortium to function, confidentiality is paramount and consortium members must participate in the processes. The databases contain sensitive company data and a critical role of the third party facilitator is to protect the information. Confidentiality is strictly maintained through different layers of protection. All participants in the benchmarking consortium agree to a strict confidentiality agreement.
IPA employees also sign a comprehensive confidentiality agreement. Databases and related files are maintained in a secure network with tight control over access and use. IBC member companies receive detailed feedback on project benchmarking evaluations. The feedback reports detail a number of different outcome metrics because there is no one universal measure of project success.
Competitive project systems must consider all project performance metrics and consider the balance between priorities. In addition, the feedback reports also provide detailed evaluations of the results, which assist in understanding root causes and identifying appropriate learnings. The detailed feedback provides the industry average performance and best in class performance for comparable projects, which can serve as stretch goals.
The reports also give benchmarks for applicable subgroups such as a specific industry sector. In addition, the reports include metrics on the application of Best Practices as a basis for learning how the best organizations achieve superior results. Performance metrics include both absolute and predictability performance. The different performance benchmarks typically reported are presented in Exhibit. In addition to the standard metrics outlined in Exhibit 1, evaluations provide detailed analysis of the findings, which help to explain why individual projects achieved the measured results.
These ratios are compared with the ratios of comparable projects from the database, which often indicate the cost category for a particular project that differs from the average. In terms of schedule, a detailed analysis of the benchmark results can evaluate individual project phases and overlaps between phases to better explain superior or inferior performance.
Every year the consortium holds a conference for member companies that is intended to be a free exchange of ideas and learnings. Because many companies involved are direct competitors, this conference is governed by a strict code of conduct that is designed to avoid any discussions or actions that might lead to or imply an interest in restraint of trade, market customer allocation schemes, dealing arrangements, bid rigging, bribery, or misappropriation.
Each member company has agreed to share performance metrics and practices in a cooperative effort to improve their project systems. In addition, many companies volunteer to deliver presentations focused on Best Practices, case studies, or lessons learned. During this conference, many consortium-sponsored research studies are presented. However, the most attention is given to the presentation of company metrics when the outcome and the input performance metrics for each company are presented to the entire audience.
Company logs are used as markers on presentation slides to show the relative performance of each member for a given metric. The results are friendly competition, goal setting, and critical learnings.
Exhibit 2 is a sample graph from this conference with company identities masked. The graph presents each company's average absolute cost performance reported as an index with industry average anchored at 1.
A result higher than 1. The entire sample is also divided equally into five groups of companies, or quintiles. The horizontal axis shows the average Front-End Loading Index measure of the extent of critical definition work completed prior to authorization. Companies that systematically complete better levels of definition prior to authorization also tend to achieve more competitive cost performance. Data like these drive home the importance of Best Practices and show which companies are more successful at applying these practices.
The benefit to members is the ability to continuously benchmark the effectiveness of their project delivery systems. They can measure their project system against the industry average and selected comparison groups. When you are on top of your financial performance throughout the project, you are able to adjust things before you end the project out of budget. On-time: Very closely tied to the budget is on-time completion of projects.
Hitting deadlines might be criteria for success on projects that must be launched by a certain date. If a project runs over on time estimates it also often exceeds the budget. Successful projects typically create budget and timeline milestones so costs and timelines can be monitored against your plan through the project lifespan. Resources: Knowing how much time team members are spending on a project is important for some organisations, especially to ensure that resource utilisation is as efficient as possible.
Once you know how resources were utilised against the plan, your team can use that data to inform future projects. A quality review of your final deliverables and project management practices is also important for many organisations.
Return on investment: When you compare the benefits of the project against the project goals as well as the costs of the project you can calculate a return on investment. This is usually a critical measurement for project stakeholder and company executives. Solve the issue: Were you able to solve the problem or improve the process that was the impetus for the project?
This is another important way to know if your project was successful. Related Articles. Essex Police is one of the United Kingdom's largest non-metropolitan [ Stay up-to-date.
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