W19_Hari_Performance Dashboard


Problem Statement

In managing multiple projects, a dashboard is necessary to give status summary in brief and to trigger early warning alert. At present, the SPI vs CPI chart is used to monitor the performance of each project. While the chart shows the key PMB of the projects, it does not give an insight to other aspects of each project which have impact on overall project performance.

Problem Statement: To explore graphical tool as dashboard for managing multiple projects


Development of Feasible Alternatives

  1. Using SPI vs CPI chart (continue current method)
  2. Using Radar Chart


Evaluation of Alternatives

Option 1: The resulting SPI vs CPI chart is shown in Figure 1. From the chart, it is clearly visible that Project C is in jeopardy (significantly delayed in terms of schedule and warrants highest attention). Project A is also in trouble and requires recovery action; while Project B is within +/- 10% of schedule but 20% over the cost estimate.

Figure 1: SPI vs CPI Chart


Option 2: The radar chart was developed to depict 6 key dimensions of project performance, as shown in Figure 2. The 6 dimensions are:

  1. SPI (schedule)
  2. CPI (cost)
  3. Quality Index
  4. Project Documentation
  5. Process Compliance
  6. Safety Index

The figure below clearly shows that Project B is the worst in overall performance, and urgent improvement is required in terms of schedule, quality, process compliance and cost. This project has passed the contractual dateline and liable for penalty. Further analysis reveals that resources competency; supervision and compliance are weak, leading to frequent rework and repairs due to poor quality and process incompliance. This has caused delays in overall schedule and also increase in cost due to unnecessary reworks and repairs. Immediate action is required to recover the remaining work and drive towards project closure.

Project C is in jeopardy in terms of schedule but its performance in terms of other 5 aspects are better than average. Detail review shows that Project C has just started 2 weeks ago and still has limited resources (only 35% of positions budgeted in Project HR plan have been filled). This has delayed the project ramp up which was planned, thus giving low SPI. In this case, the hiring should be accelerated by introducing premium compensation/rate for competency resources since project cost is still below budget (CPI is 1.1).

Project A which was within +/- 10% of SPI; actually has areas of improvement required for cost, project documentation and process compliance.

Figure 2: Radar chart of project performance


Selection Criteria and Selection of Preferred Alternative

The selection was done based on visibility of key project aspect performances. Radar chart (option 2) was selected due to holistic overview provided to measure performance of each project. The radar chart can be configured to represent “danger” and “warning” zones as shown in Figure 3. Moving forward, radar chart will be used as dashboard for multi project tracking.

Figure 3: Radar Chart with different zones


Performance Monitoring and Post Evaluation of Results

Radar charts have more information compared to basic SPI vs CPI charts. The examples given above can be extended to include more dimensions, depending on nature of project and level of depth required. In the dashboard, it will be useful to show total % completion of scope (as text label) thus giving reviewer an idea of the current project phase. Further refinement should be made as required.


Word Count: 557



  1. NASA (April 2000). PDRI: Project Definition Rating Index. Retrieved from:

3 thoughts on “W19_Hari_Performance Dashboard

  1. AWESOME as usual, Hari!!!

    Very pleased to see you at the point where you are able to apply metacognitive competencies to create new ideas. http://www.celt.iastate.edu/teaching/RevisedBlooms1.html.

    I am especially pleased to see that you have selected attributes over which the project manager SHOULD have at least some control over- safety, quality, time, cost, process and documentation. I am often shocked that sponsors/clients often hold project managers (or worse yet, contractors) responsible for that over which they have little or no control over.

    Let’s wrap this up with a Technical “Lesson Learned” posting (W20) followed by a “soft” “Lesson Learned” posting for W21 and you will close out this project in great shape.

    Looking forward to seeing you in class on Monday…..

    Dr. PDG, Jakarta

  2. Pingback: W#07_Ros_Project Performance Report | mahakam2012

  3. Pingback: WK12_Mahfoodha_Best techniques of Dashboard Performance | PMI-Oman 2014

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