93 KPIs in this category.
| KPI | Description | Direction | Unit |
|---|---|---|---|
| % of delivered projects with incorrect feasibility assumptions | Percentage of delivered projects where stated benefits were not achieved due to incorrect feasibility assumptions. | Lower ▼ | Percentage |
| % of escalated project issues | Percentage of escalated project issues. | Lower ▼ | Percentage |
| % of escalated project tasks | Percentage of escalated project tasks. | Lower ▼ | Percentage |
| % of incorrectly assigned project tasks | Percentage of incorrectly assigned project tasks. | Lower ▼ | Percentage |
| % of lessons learnt sessions per registered projects before project close outs completed | Category = Project Office, Project Management, Programme Management As part of project close out, a lessons learnt se | Higher ▲ | Percentage |
| % of milestones missed | Percentage of milestones as recorded in all projects/programs that have been missed. | Lower ▼ | Percentage |
| % of neglected project issues | Percentage of neglected project issues. | Lower ▼ | Percentage |
| % of neglected project tasks | Percentage of neglected project tasks. | Lower ▼ | Percentage |
| % of overdue project issues | Percentage of overdue project issues. | Lower ▼ | Percentage |
| % of overdue project status reports | Percentage of overdue project status reports. | Lower ▼ | Percentage |
| % of projects "in control" | Percentage of projects that are "in control" i.e. that are subjectively qualified as in control based on time, budget an | Higher ▲ | Percentage |
| % of projects following standards | Percentage of projects following standard project management setup and procedures | Lower ▼ | Percentage |
| % of projects meeting stakeholder expectations | Percent of projects meeting stakeholder expectations. | Higher ▲ | Percentage |
| % of projects on budget | Percentage of projects that are executed in the planned budget (costs) based on their baseline. | Higher ▲ | Percentage |
| % of projects on time | Percentage of projects that are executed in the planned time-frame based on their baseline. | Higher ▲ | Percentage |
| % of projects on time and on budget | Percentage of projects that are executed in the planned time-frame and budget (costs) based on their baseline. | Higher ▲ | Percentage |
| % of projects or resources allocated through business unit approval | Percentage of projects or resources allocated through business unit approval. | N/A | Percentage |
| % of projects receiving Quaility Assurance review | Percent of projects receiving Quaility Assurance (QA) review. | Higher ▲ | Percentage |
| % of projects that are prioritised according to business needs | Percentage of projects that are prioritised according to business needs. | Higher ▲ | Percentage |
| % of projects using the standard budgeting process | Percentage of projects using the standard budgeting process. | Higher ▲ | Percentage |
| % of projects with a testing plan | Percentage of projects with a documented and approved testing plan. | Higher ▲ | Percentage |
| % of projects with Cost Variance | [Nos. of Projects with Cost -ve Variance √∑ Total Nos. of Projects] x 100 | N/A | Percentage |
| % of projects with high risk profile | Percentage of projects with high risk profile. High risk profile in budget, time, resources, scope, etc. | Range ↔ | Percentage |
| % of projects with missed milestones | Percentage of projects that have missed milestones. | Lower ▼ | Percentage |
| % of projects with non-ideal resource assignment | Percentage of projects that have resources assigned that do not have the planned skillset. | Lower ▼ | Percentage |
| % of projects with non-positive ROI | Percentage of projects with non-positive Return on Investment (ROI). ROI is the the return an investment will generate a | Lower ▼ | Percentage |
| % of projects with post-project review | Percent of projects with a post-project review. | Higher ▲ | Percentage |
| % of projects with pre-defined ROI | Percent of projects with the benefit (Return on Investment) defined up front. | Higher ▲ | Percentage |
| % of projects with scope changes | Percentage of active projects with scope changes during the project. | Lower ▼ | Percentage |
| % of projects with test script results | % of projects with test Script Results. For example, an IT shop as 40 active projects. 75% of the projects have comple | Higher ▲ | Percentage |
| % of projects with test scripts | Percentage of projects with test scripts. | Higher ▲ | Percentage |
| % of projects without deviation of planned break-even time | Percentage of projects (in program) that do not have a deviation in planned break-even time, or do not have a deviation | Higher ▲ | Percentage |
| % of projects without deviation of planned budget | Percentage of projects (in program) that do not have a deviation in planned budget, or do not have a deviation within se | Higher ▲ | Percentage |
| % of projects without deviation of planned hours of work | Percentage of projects (in program) that do not have a deviation in planned hours of work, or do not have a deviation wi | Higher ▲ | Percentage |
| % of projects without deviation of planned net present value (NPV) | Percentage of projects (in program) that do not have a deviation in planned net present value (NPV), or do not have a de | Higher ▲ | Percentage |
| % of projects without deviation of planned ROI | Percentage of projects (in program) that do not have a deviation in planned ROI, or do not have a deviation within set l | Higher ▲ | Percentage |
| % of projects without deviation of planned time schedule | Percentage of projects (in program) that do not have a deviation in planned time schedule, or do not have a deviation wi | Higher ▲ | Percentage |
| % of projects/programs with company sponsor | Percentage of projects/programs that have an assigned (and dedicated) company sponsor relative to all ongoing projects/p | Higher ▲ | Percentage |
| % of re-opened project issues | Percentage of re-opened project issues. | Lower ▼ | Percentage |
| % of re-opened project tasks | Percentage of re-opened project tasks. | Lower ▼ | Percentage |
| % of under-staffed projects | Percentage of projects where the actual number assigned resources (e.g. in FTE) is less than planned number of assigned | Lower ▼ | Percentage |
| Average age of project status reports | Average age (e.g. in days) of project status reports. | N/A | Time |
| Average amount of overspending on project budget | The average amount of overspending on budget in money of all active projects. | Lower ▼ | Money |
| Average amount of overspending on project time | The average amount of overspending on schedule in time (e.g. in days) of all active projects. | Lower ▼ | Time |
| Average break-even time of projects | Average break-even time of projects. The break-even time is determined by the point where the business expenses equal th | Lower ▼ | Time |
| Average budget size of projects | Average size of budget of active projects. | N/A | Money |
| Average closure duration of project issues | Average closure duration of project issues. | Lower ▼ | Time |
| Average closure duration of project tasks | Average closure duration of project tasks. | Lower ▼ | Time |
| Average costs per project | Average costs per project. | N/A | Money |
| Average delay in production of progress reports | Average delay time in the production of progress reports by project managers. | Lower ▼ | Time |
| Average deviation of planned break-even time of projects | Average deviation in time of planned break-even time of projects (in program) against the baseline of the projects. The | Lower ▼ | Percentage |
| Average deviation of planned budget of projects | Average deviation in money of planned budget of projects against the baseline of the projects (within that program). | Lower ▼ | Money |
| Average deviation of planned duration of projects | Average deviation in days of planned duration of projects against the baseline of the projects (within that program). | Lower ▼ | Time |
| Average deviation of planned net present value (NPV) of projects | Average deviation in time of planned net present value (NPV) of projects (in program) against the baseline of the projec | Lower ▼ | Percentage |
| Average deviation of planned ROI of projects | Average deviation in time of planned ROI of projects (in program) against the baseline of the projects. ROI is the the r | Lower ▼ | Percentage |
| Average employee costs per project | Average employee costs per project. | N/A | Money |
| Average handling time of project issues | Average handling time of project issues. | Lower ▼ | Time |
| Average net present value (NPV) of projects | Average net present value (NPV) of projects. NPV is a method used in discounted cash flow analysis to find the sum of mo | N/A | Money |
| Average non employee costs per project | Average non-employee costs per project. | N/A | Money |
| Average number of alterations made to project definitions | Average number of changes made to project definition i.e. scope of the projects during their life-cycle. | Lower ▼ | Number |
| Average number of changes to Project Charter after project start | Average number of changes to Project Charter after project start. | Lower ▼ | Number |
| Average number of days open of project issues | Average number of days open of project issues. | Lower ▼ | Time |
| Average number of days open of project tasks | Average number of days open of project tasks. | Lower ▼ | Time |
| Average number of interdependencies between projects | Average number of interdependencies between projects. | Lower ▼ | Number |
| Average number of milestones per project plan | To bring focus in managing the project the project plan is better if the number of milestones are balanced. Good: > 5 | Range ↔ | Number |
| Average number of people assigned per project/program | Average number of people assigned to per project/program. | Range ↔ | Number |
| Average number of re-assignments of project tasks | Average number of re-assignments of project tasks. | Lower ▼ | Number |
| Average overdue time of project issues | Average overdue time of project issues. | Lower ▼ | Time |
| Average overdue time of project status reports | Average overdue time (e.g. in days) of project status reports. | Lower ▼ | Time |
| Average overdue time of project tasks | Average overdue time of project tasks. | Lower ▼ | Time |
| Average project duration | The average duration time of all active projects. | N/A | Time |
| Average project/program ROI | The average Return on Investment (ROI) of active projects/programs. ROI is the the return an investment will generate an | Higher ▲ | Percentage |
| Average risk profile for projects/programs | Average risk profile for projects/programs. Risk is determined against, for example a number from 1 to 10. | Lower ▼ | - |
| Average stakeholder satisfaction with outcome of projects | Average stakeholder satisfaction (measure by surveys) with outcome of projects. | Higher ▲ | - |
| Average stakeholder satisfaction with project management | Average stakeholder satisfaction (measured by) with project management in active projects. Includes the timely availabil | Higher ▲ | - |
| Average time between defining and completing projects | Time (in days) between defining and completing projects. | N/A | Time |
| Backlog of project issues | Number of open project issues older than 28 days (or any other given time frame) relative to all open issues. | Lower ▼ | Percentage |
| Backlog of project tasks | Number of open project tasks older than 28 days (or any other given time frame) relative to all open project tasks. | Lower ▼ | Ratio |
| Closure duration rate of project issues | This KPI monitors the average spent duration of project issues closed relative to the average allowed duration of those | N/A | Ratio |
| Closure duration rate of project tasks | This KPI monitors the average spent duration of project tasks closed relative to the average allowed duration of those t | N/A | Ratio |
| FTEs per Program Manager | The KPI "Projects per PM" has the shortcoming that it does not account for project complexity. Since more complex proje | Range ↔ | Number |
| Gate Approval Rate | Percent of projects approved at each stage gate | N/A | Percentage |
| Milestone Achievement Ratio | Milestone Achievement Ratio | Higher ▲ | Percentage |
| Number of completed Projects | Gives the number of completed projects in the mentioned period. | N/A | Number |
| Number of unstaffed hours | Number of hours planned (per program or project) with no resources assigned to perform the work. | Lower ▼ | - |
| Project cost predictability | Percentage of projects where outturn falls within +/- 5% of the estimated outturn, expressed as a percentage of the tota | Higher ▲ | Percentage |
| Project time predictability | Percentage of projects falling within +/-5% of the estimated timescale, expressed as a percentage of the total projects | Higher ▲ | Percentage |
| Queue rate of project tasks | The number of tasks closed, relative to the number of tasks opened in a given time period. So if the actual value for th | Higher ▲ | Ratio |
| Ratio employee costs versus non employee costs per project | Ratio employee costs versus non employee costs per project. | N/A | Ratio |
| Resource utilization (%) | The number of hours of work assigned to a resource or group of resources as a percentage of their availability for a giv | Higher ▲ | Percentage |
| Total deviation of planned budget of projects | Sum of deviation in money of planned budget of projects against the baseline of the projects (within that program). | Lower ▼ | Money |
| Total deviation of time in projects | Sum of deviation of time (e.g. in days) against planned schedule of all active projects. | Lower ▼ | Time |
| Total project/program delay | Total time (in days or hours) that projects/programs are delayed. | Lower ▼ | Time |