How do you measure your project team's performance?

To define performance criteria effectively, follow these best practices. Use the SMART criteria for clear and realistic goals. Align criteria with project objectives, scope, schedule, budget, quality, and stakeholder satisfaction. Measure expenses, deadlines met, team efficiency, goal achievement, return on investment, customer satisfaction, and product value. Be specific, measurable, achievable, relevant, and time-bound. Assess team efficiency, adhere to deadlines, and calculate expenses. Evaluate goal attainment, ROI, customer satisfaction, and product value. By implementing these practices, you can establish meaningful performance criteria for evaluating your team's success and project outcomes.

To measure productivity, you can use metrics such as the number of tasks completed per day or week. To measure happiness at work (happy employees are 12% more productive), you can use metrics such as employee satisfaction surveys or employee retention rates. To measure quality control of work, you can use metrics such as the number of errors found in a product or service. The last one is particularly relevant: toxic people destroy productivity. To remove toxic people from teams based on qualities that are observable and actionable, you can use metrics such as the number of complaints received from other team members or the number of times a team member has been reprimanded for their behavior.

For Sales, I find it straightforward. 1. Set achievable sales targets which each person is measured on their results monthly, quarterly, and annually. 2. Customer satisfaction scores 3. Individual investment in learning and obtaining new certifications Sales Operations 1. Set weekly, monthly, quarterly and annual measurements on customer resolution for open issues 2. Set targets for weekly number of orders that are successfully submitted 3. Measure contract rejection rates due to missing data There are many others you can set however, these are some that I have established and driven success with the teams I am responsible for.

I have found that we measure productivity by looking at three things. The teams definition of success, strengths when assigning task, and the environment or space in which the team works in. This way, the team to get motivated and is included in the process. We also use a specific statement of expectation written by each team member to hold themselves accountable for the scope, schedule, budget, quality of work and most of all the stakeholders satisfaction.

Someways to get started: - I’ve found it helpful using Basecamp to manage my teams projects, action items, key stakeholders, meeting notes, timelines, etc. You can also have full transparency direct with customers allowing you to control what you share with them & the level of access. Any project management related tasks, procedures, etc. custom for your business can be built within this tool!

Some indicators commonly used: Sales growth rate Customer acquisition cost Customer lifetime value Gross profit margin Net promoter score Employee satisfaction rate Employee turnover rate However, on big international construction projects, with respect to environmental work, it is different: Number of species at risk replanted to a new area Percentage done on a habitat compensation scheme Percent of habitat restored. Species at Risk moved, such as turtles, snakes, etc. to a new habitat KPIs on government permit compliance levels KPIs on number of environmental incidents, such as spills KPIs clean hydraulics on hydraulic equipment, reduces hydraulic spills % Uptime of air monitoring equipment in the middle east for dust levels recorded

Typical methods are: Surveys Interviews Focus groups Observations Experiments Typical methods used on very large multinational infrastructure projects: Multiple site audits, according to ISO standards (ISO14001:2015) Site interview Review of management plans at site level for compliance to ISO standards KPI dashboards for clients (typical governments if your company is the PMC) Previously mentioned monitoring equipment for environmental, a short list of which is geochemistry, biology surveys by biologists for plants, animals, etc., water quality analysis, storm water management plans in place, spill response plans in place (comprehensive and easy to follow), CEMP (construction environmental management plans, and LEED

A common pitfall in complex, novel projects is that when there are issues (& its nearly certain there will be issues in complicated projects), stakeholders may become fixated on problems & often increase their scrutiny of the project team, which in turn increases the defensiveness of team members. This dynamic can create a vicious cycle of increased skepticism by stakeholders and decreased transparency by team members. It's important to continue reporting KPI status & celebrating success, because a project may face unexpected issues but still make progress. Further, novel issues should be addressed with an ad hoc approach like "hot spots," "war rooms," "AARs" or other tactics to prioritize fixes but not overshadow overall performance.

Feedback is always a great thing to do. Generally it is a communication issue between teams that ends up being the biggest issue on large, multibillion dollar projects. The biggest issue on large international jobs, is information silos created between groups due to people communicating only within their speciality and profession language. The GIS people, don't talk to the marketers, yet GIS is essential to show clients work order changes, on very big infrastructure builds, the marketers don't talk to the document control people, and documents get lost as they aren't indexed properly, etc. Feedback initially should concentrate on between team communication methods that are simple in language, concise, simple in practice.

in my experience the best way I have witnessed performance enhancement and motivation to grow, is through one on one coaching. Being able to highlight team members' achievements and provide positive feed back while caveating off of the success with improvement areas. Provide a constructive way to coach the individual and support them on what they want to achieve through individual development plans (IDPs) assist with their short term and long term career goals to create those needed milestones. Finally perform check-ins in a structured time period such as monthly or quarterly.

Audits are the most effective, especially when carried out in a very neutral language manner that avoids emotion, that places emphasis on the tasks at hand. I've generally used onboard training of staff, and with respect to mentoring and coaching, that actually becomes a post audit item, as deficiencies are noted. Then mentoring and coaching can focus on areas that are weaker, including shifting people into other roles more suited for their strengths, and not their weaknesses.