Program Management Dashboards

PM World Today – March 2011 (Vol XIII, Issue III)

PM WORLD TODAY – FEATURED PAPER – MARCH 2011

Program Management Dashboards
By Bob Prieto

What is a dashboard?

Dashboards and “Balanced Scorecards” have been proposed as a communication tool
and executive summary of program performance. They can capture a variety of inputs
and display them in one place. In some ways it is where “Analog aesthetics meets
digital information”.

Operational dashboards focus on managing and measuring business and process
activities in real time or near-real time. Operational dashboards provide deep visibility at
an overall program level, on a specific business area or business process activity. Key
Performance Indicators (KPIs) and metrics are typically displayed by an assortment of
dials, gauges and stoplights that resemble those found in a commercial plane cockpit.

A method to incorporate statistical process control (SPC) and colors was first proposed
at the US Department of Energy’s Hanford in 1997 (“Stoplight Charts with SPC Inside”
published by American Society for Quality 2004) and put in place as the Fluor Hanford
Dashboard in FY 2005. It utilized existing and familiar performance indicators.

Control Chart Decision Color Leadership
Result Action

Stable Level is Green Stay the Course
(common Acceptable
cause
variation) Level is Not Yellow Improve System
Acceptable

Trend Adverse Red Corrective
(special cause Action
variation)
Improving Green Reinforce – Stay
the Course

© 2011 Bob Prieto

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In Oregon, the Oregon Department of Transportation's OTIA III State Bridge Delivery
Program dashboard was used to status progress to stakeholders. Deeper drill downs
provided management information.

Source: Fluor

But to be effective the dashboard must really track all key program dimensions since a
failure in any one can undermine the program. I will not dwell on the graphic portrayal
but rather spend the next bit looking at some of the key elements to be tracked and in
what form they should be tracked and by whom.

Selection of measures is a key step in effective management of any program. The
dashboard must reflect the strategic business objectives that the program is trying to
achieve; key dimensions to assess strategy effectiveness; and key process and control
factors to assure true progress is being made towards the strategic business objectives.
Many times measures are chosen without adequate attention given to the driving
strategic business objectives. In those instances the program team tracks measures
and then tries to figure out what the objectives are.

The selection of dashboard parameters must include leading and trending indicators not
just historical ones.

© 2011 Bob Prieto



Let’s return to our Strategic Program Management1 system. The major processes and
dimensions displayed provide a good starting point for constructing a program
management dashboard.

The example that follows is for a large public transport program and each major
dimension is reflected in a separate table. Specific program requirements and
objectives will modify certain elements of these tables but they represent a good analog
for dashboard development.

© 2011 Bob Prieto



Framework Program Program Program Project
Processes Management Management Dashboard Dashboard
Office (PMO) Delivery Metric Metric
Element System
(PMDS)
Element

Audits Program Project Audit Program Project and
Audit Plan Plan Audit status; functional
top open audits status;
findings top open
findings
Budgeting, Program Project Budget Program Project budget
Fund Budget budget performance;
Management status; earned value;
and Allocation, program cash projected cost
Expenditure flow; profile of at completion
expenditures;
costs,
expenditures
and
commitments
to date
Approval, and Funding Project Budget Sources and Project
Tracking of Plan (Authorized) uses of payments to
Funds funds; date; contract
Committed and funding amounts
Expended requirements outstanding;
for next projected total
period funding to
completion
Change Impact Program CIA Process Projected Projected
Assessment Change impacts of impacts of
(CIA) Request approved and approved and
Process pending pending
programmatic project
changes changes
Configuration PMO Go-By PMDS Compliance Compliance
Management Documents with go-by with PMDS
documents

© 2011 Bob Prieto



Constructability Labor, Contracting Compliance Means &
Analysis – Supplier Strategy; with Labor, Methods; Root
Systemic Policies Supply Chain Supplier cause Analysis
Strategy; Policies;
Means & Contracting
Methods Strategy;
Supply Chain
Strategy
Construction Construction Project Start of major Construction
Mobilization affecting Execution Plan construction mobilization
policies activities; status and
ribbon cutting issues
dates
Construction Owner Owner Owner
Technology furnished furnished furnished
equipment; equipment equipment
Value major issues; major issues;
Improvement VIP status VIP status and
Plans (VIP) and results results;
productivity
factor
assessment
Contingency Owner Program Owner level Program level
Management controlled controlled contingency contingency
contingency; contingency; remaining by remaining by
Program Program Risk type; Current source and
Risk Management programmatic type; Current
Management program; risk project risk
program Projects Risk assessment assessment
Management
programs
Cost Owner Event Estimated cost Programmatic Project cost
Estimating Risk to complete - cost trends trends and
Assessment program and and forecast forecast cost at
projects cost at completion;
completion cost recovery
plan

© 2011 Bob Prieto



Ethics Training Owner Supplementary Status of Status of
and Policies and requirements if training and training and
Compliance associated any compliance; compliance;
training Areas of Areas of
concern - concern -
program level projects level
Insurance Owner Supplementary Program Project
Policies requirements if insurance insurance
any claims and claims and
costs costs
Knowledge Owner KM Summary Project level
Management Framework implementation level of activity
System plan activity
Legal Applicable Regulatory and Claims; suits; Status of
Laws and permitting plan Issue approvals;
regulations; analysis compliance
Owner assessment of
Policies projects
Life-Cycle Cost Owner Sustainable Exceptional VIP status for
Analysis Policies development item reporting projects
plan
Material Owner Supply chain Supply chain Supply chain
Management Policies plan; SRAs; issues and status for
Owner trends projects
furnished
material and
equipment
Operations & Owner O&M Training Turnover O&M
Maintenance Policies and turnover program deliverable
plan status status
Procurement Owner Procurement Procurement Procurement
Policies Plan status status by
summary; project
Major
planned
procurements
Productivity Programmatic Aggregate Project
and project productivity productivity
level factor factors
assumptions

© 2011 Bob Prieto



Project Owner Supplementary Exceptional Incident
Security Policies requirements if item reporting reporting
any
Risk Owner Program Risk Program Risk Risk
Management Policies and Management Assessment; assessment
associated Plan Risk Reserve and status by
training status and project; Risk
forecast; management
Major risk plan
items under implementation
management
Safety Owner Safety Case; Program Project safety
Policies HSE Program; Safety plan status;
Sustainability Performance; safety
Program Root cause performance;
analysis status of safety
training;
incident
analysis
Standardization Program Exceptional Compliance
standards item reporting assessment;
Lessons
learned and
best practices
Technology Owner Program Exceptional Implementation
Policies technology item reporting status
plans as
required
Training Owner Supplementary Capacity Implementation
Policies requirements if building status
any status and
needs
assessment

© 2011 Bob Prieto



Governance PMO PMDS Program Project
Structures Element Element Dashboard Dashboard
Metric Metric

Leadership Leadership career Program
training development status; 360
program; program feedback
career status; 360 metrics
development feedback
program; 360
feedback
Alignment Alignment Alignment Status of Status of
process process with program and project
between projects project level alignment
DOT and alignment activities
PMC activities
Responsibility & Investment RACI Completion of Implementatio
Authority decision RACI n and
process; compliance
RACI go-by with RACI
Program & Go-By PMM and Completness PEP complete
Project Delivery documents program of PMM and and
System & standards program implementatio
Standards standards n status
Integration DOT wide Program Major conflicts Interface
integration integration between management
standards standards; contracts status
Interface
Management
plan
Assurance Strategic Program Open Project Audit
Audit Plan Audit Plan strategic audit status and
issues; results
Project Audit
status and
result analysis
Stakeholder Coordinated Stakeholder Major Project level
Engagement DOT Management upcoming stakeholder
Stakeholder for others not stakeholder engagement
Management reserved at events; activities;
Plan DOT level outstanding outstanding
top project specific
stakeholder issues

© 2011 Bob Prieto



issues

Key Stategic Project and Achievement Project report
Performance Business contract KPI's of SBOs; cards detailed
Indicators Objectives project report against kpis
card summary
Improvement Business VPI's Program VPI Project VPI
Improvement summary results
Plan

Organizational PMO Element PMDS Element Program Project
Change Dashboard Dashboard
Management Metric Metric

Vision Surface Organizational OTP Status
Transportation Transformation
Master Plan Plan (OTP)
(STMP)
Resistance Organizational OTP Status
Management Transformation
Plan Plan
Communications Owner Program and Communications Project
Plan Communications Project Plan Status and Communications
Plan Communications Effectiveness status
Plan
Organizational Organizational OTP Status
Transformation Transformation
Plan
Measurement Peer Review 360 Review Peer and 360
Review open
items
Feedback Peer Review 360 Review Peer and 360
Review open
items
Lessons Knowledge Status of
Learned Management knowledge
(KM) community submittals to KM

© 2011 Bob Prieto



Strategy PMO PMDS Program Project
Element Element Dashboard Dashboard
Metric Metric

Strategic Strategic Program Program KPI Project KPI
Business Business and Projects Performance performance
Objectives Objectives KPI's

Continuous PMO PMDS Program Project
Improvement Element Element Dashboard Dashboard
Metric Metric

Knowledge Knowledge Knowledge KM statistics
Management Management Management
System System as
integral tool
Value Capture VIP VIP status VIP status
Practices report report
Lessons Lesson Reports Reports
Learned Learned completed completed
Report and input to and input to
KM KM
Best Practices Best G0-bys
Practice Go- completed
by and input to
KM

© 2011 Bob Prieto



Assessment PMO PMDS Program Project
Element Element Dashboard Dashboard
Metric Metric

Metric Priority Program and Dashboard Dashboard
Projects emphasizes emphasizes
Dashboard top priority top priority
metrics; other metrics; other
metrics metrics readily
readily available
available
Metric Extent of
Usefulness usage
Metric Robustness
Measurement of data
Metric Review Periodic
report
effectiveness
assessment
Metric Program and Metric change Metric change
Realignment Projects notice notice
Dashboard

References:

1. Strategic Program Management; published by the Construction Management
Association of America (CMAA); ISBN 978-0-9815612-1-9; July 24, 2008

© 2011 Bob Prieto



About the Author:

Bob Prieto

Author

Bob Prieto is a Senior Vice President of Fluor Corporation,
one of America’s largest engineering, construction and
project management firms, where he is responsible for strategy in support of the
firm’s Industrial & Infrastructure Group and its key clients. He focuses on the
development, delivery and oversight of large, complex projects worldwide. Prior
to joining Fluor, Bob served as chairman of Parsons Brinckerhoff Inc. He served
as a member of the executive committee of the National Center for Asia-Pacific
Economic Cooperation, a member of the Industry Leaders’ Council of the
American Society of Civil Engineers (ASCE), and co-founder of the Disaster
Resource Network. He currently serves on a number of committees looking at
issues related to infrastructure delivery and resiliency and disaster response and
rebuilding. Until 2006 he served as one of three U.S. presidential appointees to
the Asia Pacific Economic Cooperation (APEC) Business Advisory Council
(ABAC) and previously served as chairman of the Engineering and Construction
Governors of The World Economic Forum and co-chair of the infrastructure task
force formed after September 11th by the New York City Chamber of
Commerce. He recently completed a ten year tenure as a member of the board
of trustees of Polytechnic University of New York culminating in its merger with
New York University. Bob is the author of “Strategic Program Management”
published by the Construction Management Association of America (CMAA) and
more recently a companion work entitled “Topics in Strategic Program
management”.

© 2011 Bob Prieto


Program Management Dashboards

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