Measure The Work, Act On The Metrics
- Select PMs who can work with stakeholders to establish metrics and measurable goals that have a real impact on the business.
- Select PMs who understand that to achieve certain behaviors, they need to understand the behavior they want to generate, and then define the metrics that will enable it.
- Reward PMs for openness and escalating problems early, and work in partnership with business users, being open about what you’re doing, the risks involved, and what to do in case something needs to change.
“I would rather have a PM who’s a great metrics analyst than a technology guru.”
To better understand the qualities I look for in a project manager (PM), I must first describe my perspective on what makes projects successful. Success is based on three fundamental principles: (1) You can’t improve what you can’t measure; (2) metrics drive behavior; and (3) bad news on time is good news. Here’s how these governing principles relate to good PMs:
• You can’t improve what you can’t measure. As a chief information officer (CIO), I have to deliver on many projects at the same time.