Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue · Module 16 · Project Performance Reporting
What performance reporting is for
Lesson 163 of 198 · 2 min
Three audiences: a project manager, an accountant, and somebody with forty projects and an hour a week. The audience here is different from every other module in this course. Project managers use plans and progress. Accountants use costing and billing. Performance reporting is for the person who oversees forty projects and has an hour a week. WHICH PROJECTS NEED MY ATTENTION? That is the question it answers. One question — and everything in this module either serves it or is decoration. The multidimensional model. Costs, revenue, margin, effort and progress summarized by project, organization, resource and period — so the same data answers many questions. PERFORMANCE REPORTING IS ONLY AS GOOD AS EVERYTHING BEFORE IT. Wrong RBS. Unreliable progress. Stale forecasts. All of them surface here as confident nonsense. Confident, because a dashboard does not hedge. It shows a number in a colour, and the colour is believed. BUILD FROM…
The full lesson is part of the course
The video, the complete written lesson and the module quiz are included in Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue, with a certificate on completion and a fourteen-day refund window.