Key Performance Indicators for Projects

Project Performance.

The performance of a design is mainly in its ability to achieve goals that were planned, or more precisely to meet the baseline (content, time, cost) which was established in the planning stage. In addition to the classical methods and metrics (such as the EVM – Earned Value Management -) now it is possible, thanks to the management of projects through Quarta EVO PMS, to monitor even more detailed aspects, reporting to the Managing timelines ( progress status, gantt, planning, … ) Human Resource Management (resources, tasks, hours worked, … ) to the management of requests for Change, the management of the Deliverable, the comparison between Planned vs. Real, comparison of actiual costs vs. budgeted Costs etc.

The collection of these historical data can be done through the use of query tools (querying) and graphical representation (charting) present in our solutions or through the creation of structured dashboard (KPI) which is “navigable” in a dynamic way.

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Features and Benefits

With the form of the Quarta Suite EVO Project Management System you can easily manage the projects and their related processes , with a particular focus on the demands of the sectors with mandatory regulations on product development .

The Earned Value Management is the easiest and most effective standard methodology to measure the performance of a project by taking into consideration the following dimensions:

Scope (examine the content and planned the work);
Time (determining an index that shows whether the project is on time);
Cost (an index that determines if msot of what is spent is in line with what was planned);
Communication (is the primary means to share the progress of the project with stakeholders in an unambiguous way).

Through a review of the work if the value was set , and you compare it with what was planned and what was actually spent. There are three variables to be monitored:

PV: Planned Value > Value of work that is planned for the current date
AC: Actual Cost > Cost actually incurred to date
EV: Earned Value > Value of what was actually produced.

Reference for further information: Setti S., 2008 , Project & Process Management, Franco Angeli – Milan.

Here are some of the main benefits of the indicators available with our solutions for structured areas.

Costs analysis on aggregate costs and analytical projects:

Analyze variances between budgeted cost and cost posted;
Analyze the costs incurred for the project and related processes (eg . Requests for Change , Laboratory Tests , …);
Analyze the cost of the resources employed on the project.

Human Resources> participation of people in the project:

Control the number of resources by type / department;
Distribution of responsibilities for such activities;
Hours worked per activity / project;
Control costs in relation to hours poured by type of resource.

Timing > control the timing of projects :

Monitor the progress of the projects, with analysis of delays and gaps in planning or resource allocation;
Deviation planned / actual (time ) by type of activity;
Analysis on the critical phase for the projects and subprojects;

Changes , Test and Validation > control of change requests and the effectiveness of the test:

Control the number of Change request;
Sources and process requests (internal and external );

Deliverable > indicators which seek to understand the process of production and delivery of the deliverables.

Key Performance Indicators for Projects