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Project Management

Report includes: 1 month(s) 49 day(s), from 05.04.2008 to 24.05.2008

Name

Start value

End value

Dynamic

Contains

Project Management

55,74 %

54,37 %

-1,37 %

Financial perspective	(42,9%, 12,37%)
Internal perspective	(41,1%, -18,8%)
Growth and development perspective	(63,5%, -0,42%)
Customer perspective	(82,2%, 50,72%)

Graph for Project Management

Data for Project Management

Dates	Value
05.04.2008	55,74
12.04.2008	54,41
19.04.2008	38,96
26.04.2008	50,45
03.05.2008	42,45
10.05.2008	39,9
17.05.2008	45,63
24.05.2008	54,37

Financial perspective

Name

Start value

End value

Dynamic

Parent

Contains

Financial perspective

30,49 %

42,86 %

+ 12,37%

Project Management

Indicators

Increase in Revenue (%)

Reduction in Cost per Sale (%)

Increase in Net Profit (%)

Cash flow following the project implementation *

* - Information for this metric is limited in sample report

Graph for Financial perspective

Data for Financial perspective

Dates	Value	Weight
05.04.2008	30,49	1
12.04.2008	45,39	1
19.04.2008	55,97	1
26.04.2008	57,11	1
03.05.2008	23,64	1
10.05.2008	35,83	1
17.05.2008	37,62	1
24.05.2008	42,86	1

Increase in Revenue (%)

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Increase in Revenue (%)	81,9	37,2	-44,7	%	Maximize	Financial perspective

Description As a rule, the company makes any changes that require project management techniques and approach to boost its revenues. This indicator shows the percentage of growth in revenue on a specified time after the implementation of the project.
Target description The more this indicator is the better; at least it must hit the objective

Graph for Increase in Revenue (%)

Data for Increase in Revenue (%)

Dates	Weight	Min	Max	Value
05.04.2008	2	0	100	81,9
12.04.2008	2	0	100	35,6
19.04.2008	2	0	100	53,3
26.04.2008	2	0	100	30,4
03.05.2008	2	0	100	0,8
10.05.2008	2	0	100	3
17.05.2008	2	0	100	26,4
24.05.2008	2	0	100	37,2

Reduction in Cost per Sale (%)

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Reduction in Cost per Sale (%)	42,8	27	-15,8	%	Minimize	Financial perspective

Description Sometimes, the company makes any changes that require project management techniques and approach to optimize their operations. This indicator suggests the cost-cutting in sale expenditures on a specified time after the implementation of the project due to, for example, economy of scale or to optimization of internal processes.
Target description The more the costs are reduced, the better, at least this figure should hit the objective.

Graph for Reduction in Cost per Sale (%)

Data for Reduction in Cost per Sale (%)

Dates	Weight	Min	Max	Value
05.04.2008	2	0	100	42,8
12.04.2008	2	0	100	75,9
19.04.2008	2	0	100	10,7
26.04.2008	2	0	100	82,6
03.05.2008	2	0	100	16,5
10.05.2008	2	0	100	99,5
17.05.2008	2	0	100	17,8
24.05.2008	2	0	100	27

Increase in Net Profit (%)

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Increase in Net Profit (%)	1,7	25,1	+ 23,4	%	Maximize	Financial perspective

Description This indicator points to the percentage of increase in net profit on a specified time after the implementation of the project due to, for example, economy of scale or to optimization of internal processes.
Target description The more this indicator is, the better, at least it should hit the objective.

Graph for Increase in Net Profit (%)

Data for Increase in Net Profit (%)

Dates	Weight	Min	Max	Value
05.04.2008	3	0	100	1,7
12.04.2008	3	0	100	39,8
19.04.2008	3	0	100	84,2
26.04.2008	3	0	100	64
03.05.2008	3	0	100	0,8
10.05.2008	3	0	100	57,4
17.05.2008	3	0	100	37,8
24.05.2008	3	0	100	25,1

Internal perspective

Name

Start value

End value

Dynamic

Parent

Contains

Internal perspective

59,93 %

41,13 %

-18,8%

Project Management

Indicators

Budget allocated to budget spent ratio (%)

Activities envisaged to actual activities ratio (%)

Time allocated to time spent ratio (%)

Estimated labor hours to hours spent ratio (%) *

Resource shortage *

Number of Progress Reports planned to number of Progress Reports submitted ratio (%) *

Quality of project results as seen by the stakeholders to the project (0-100%) *

* - Information for this metric is limited in sample report

Graph for Internal perspective

Data for Internal perspective

Dates	Value	Weight
05.04.2008	59,93	4
12.04.2008	53,34	4
19.04.2008	38,25	4
26.04.2008	40,92	4
03.05.2008	36,02	4
10.05.2008	40,83	4
17.05.2008	37,3	4
24.05.2008	41,13	4

Budget allocated to budget spent ratio (%)

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Budget allocated to budget spent ratio (%)	85,75	87,5	+ 1,75	%	Maximize	Internal perspective

Description As the project is an undertaking that has a beginning and an end and is carried out to meet established goals within cost, schedule and quality objectives, it is essential to control the budget (cost) allocated for every particular project.
Target description The budget allocated should match the cost spent, so this ratio should equal to 100% or to be slightly more

Graph for Budget allocated to budget spent ratio (%)

Data for Budget allocated to budget spent ratio (%)

Dates	Weight	Min	Max	Value
05.04.2008	3	50	100	85,75
12.04.2008	3	50	100	83,45
19.04.2008	3	50	100	61,45
26.04.2008	3	50	100	62,55
03.05.2008	3	50	100	54,3
10.05.2008	3	50	100	62,95
17.05.2008	3	50	100	59
24.05.2008	3	50	100	87,5

Activities envisaged to actual activities ratio (%)

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Activities envisaged to actual activities ratio (%)	98,1	55,7	-42,4	%	Maximize	Internal perspective

Description As the breakdown of the entire project into the separate activities is a common planning procedure for a successful project management, this ratio will reveal some mistakes made at the planning phase of the project.
Target description This ratio should equal to 100%

Graph for Activities envisaged to actual activities ratio (%)

Data for Activities envisaged to actual activities ratio (%)

Dates	Weight	Min	Max	Value
05.04.2008	1	0	100	98,1
12.04.2008	1	0	100	7,1
19.04.2008	1	0	100	63
26.04.2008	1	0	100	31,1
03.05.2008	1	0	100	19,2
10.05.2008	1	0	100	50,9
17.05.2008	1	0	100	47,4
24.05.2008	1	0	100	55,7

Time allocated to time spent ratio (%)

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Time allocated to time spent ratio (%)	69,9	75,9	+ 6	%	Maximize	Internal perspective

Description As the project is an undertaking that has a beginning and an end and is carried out to meet established goals within cost, schedule and quality objectives, it is essential to control the time allocated for the project. This indicator can be applied to the whole project as well as to the separate activities within the project.
Target description This ratio should equal to 100%, or to be slightly more

Graph for Time allocated to time spent ratio (%)

Data for Time allocated to time spent ratio (%)

Dates	Weight	Min	Max	Value
05.04.2008	1	50	100	69,9
12.04.2008	1	50	100	76,3
19.04.2008	1	50	100	54,05
26.04.2008	1	50	100	56,05
03.05.2008	1	50	100	69,65
10.05.2008	1	50	100	50,25
17.05.2008	1	50	100	56,95
24.05.2008	1	50	100	75,9

Growth and development perspective

Name

Start value

End value

Dynamic

Parent

Contains

Growth and development perspective

63,94 %

63,52 %

-0,42%

Project Management

Indicators

Number of conflicts arisen during the project

Positive resolution of conflicts to general number of conflicts ratio (%)

Project employee turnover (%)

Risk assessment for the project % *

Number of successful projects to general number of projects held by the company ratio (%) *

* - Information for this metric is limited in sample report

Graph for Growth and development perspective

Data for Growth and development perspective

Dates	Value	Weight
05.04.2008	63,94	4
12.04.2008	61,48	4
19.04.2008	40,12	4
26.04.2008	58,24	4
03.05.2008	44,52	4
10.05.2008	40,48	4
17.05.2008	52,08	4
24.05.2008	63,52	4

Number of conflicts arisen during the project

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of conflicts arisen during the project	7,3	40,6	+ 33,3	Score	Minimize	Growth and development perspective

Description The conflicts are inevitable at any phase of the life cycle of the project as the projects are often cut across organizational and functional lines and involve different people. It is possible to reduce the number of conflicts at the stage of selecting people, teambuilding and through general ability of a project manager to solve conflicts.
Target description This ratio should equal to 0.

Graph for Number of conflicts arisen during the project

Data for Number of conflicts arisen during the project

Dates	Weight	Min	Max	Value
05.04.2008	2	0	100	7,3
12.04.2008	2	0	100	61,2
19.04.2008	2	0	100	43
26.04.2008	2	0	100	23,8
03.05.2008	2	0	100	76,5
10.05.2008	2	0	100	47,1
17.05.2008	2	0	100	89,7
24.05.2008	2	0	100	40,6

Positive resolution of conflicts to general number of conflicts ratio (%)

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Positive resolution of conflicts to general number of conflicts ratio (%)	75,95	91,25	+ 15,3	%	Maximize	Growth and development perspective

Description While conflict resolution is practically unavoidable part of the project manager's duties. It is vital to use all possible means to manage conflicts so that they have positive effects on the project and add to the employees' and company's expertise.
Target description This ratio should equal to 100%.

Graph for Positive resolution of conflicts to general number of conflicts ratio (%)

Data for Positive resolution of conflicts to general number of conflicts ratio (%)

Dates	Weight	Min	Max	Value
05.04.2008	2	50	100	75,95
12.04.2008	2	50	100	81,2
19.04.2008	2	50	100	79,65
26.04.2008	2	50	100	80,8
03.05.2008	2	50	100	84,1
10.05.2008	2	50	100	65,85
17.05.2008	2	50	100	52,35
24.05.2008	2	50	100	91,25

Project employee turnover (%)

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Project employee turnover (%)	34,2	99,5	+ 65,3	%	Maximize	Growth and development perspective

Description Employee turnover indicates some problems within the company, the same applies to the project management. This indicator shows the estimated number of employees to actual number of employees participated in the project with special attention to the replacements made during the project. If this ratio is significantly low than 100%, it points to some mistakes at the planning stage or in general work conditions envisaged for the project.
Target description This ratio should equal to 100%.

Graph for Project employee turnover (%)

Data for Project employee turnover (%)

Dates	Weight	Min	Max	Value
05.04.2008	2	0	100	34,2
12.04.2008	2	0	100	27,3
19.04.2008	2	0	100	4,2
26.04.2008	2	0	100	49,6
03.05.2008	2	0	100	30,7
10.05.2008	2	0	100	77,9
17.05.2008	2	0	100	95,5
24.05.2008	2	0	100	99,5

Customer perspective

Name

Start value

End value

Dynamic

Parent

Contains

Customer perspective

31,48 %

82,2 %

+ 50,72%

Project Management

Indicators

Number of complaints after the execution of the project to previous number of complaints ratio (%)

Growth in number of inquiries following the project (%)

Increase in re-purchases following the execution of the project (%)

Complaints that refer to quality to general number of complaints ratio (%) *

Decrease in complaints about untimely delivery of product/service following the execution of the project *

* - Information for this metric is limited in sample report

Graph for Customer perspective

Data for Customer perspective

Dates	Value	Weight
05.04.2008	31,48	1
12.04.2008	39,46	1
19.04.2008	20,16	1
26.04.2008	50,78	1
03.05.2008	78,74	1
10.05.2008	37,98	1
17.05.2008	61,14	1
24.05.2008	82,2	1

Number of complaints after the execution of the project to previous number of complaints ratio (%)

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of complaints after the execution of the project to previous number of complaints ratio (%)	91,1	20,2	-70,9	%	Minimize	Customer perspective

Description This indicator covers general complaints that can be received by the company. Complaints may be connected with quality, delivery, packaging, etc. This indicator is especially useful when the project in question is aimed at the optimization of production processes, changes in organizational structure, employee training, etc.
Target description To keep this ratio as lower as possible.

Graph for Number of complaints after the execution of the project to previous number of complaints ratio (%)

Data for Number of complaints after the execution of the project to previous number of complaints ratio (%)

Dates	Weight	Min	Max	Value
05.04.2008	2	0	100	91,1
12.04.2008	2	0	100	43,3
19.04.2008	2	0	100	84
26.04.2008	2	0	100	67,9
03.05.2008	2	0	100	17,1
10.05.2008	2	0	100	75,4
17.05.2008	2	0	100	78,6
24.05.2008	2	0	100	20,2

Growth in number of inquiries following the project (%)

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Growth in number of inquiries following the project (%)	29,7	70,9	+ 41,2	%	Maximize	Customer perspective

Description The growth in number of inquiries indicates the interest of the customers in the product/service the company offers. This ratio is usually triggered by the advertising or promotional campaign, however, some other projects may influence it as well.
Target description This indicator should tend to increase

Graph for Growth in number of inquiries following the project (%)

Data for Growth in number of inquiries following the project (%)

Dates	Weight	Min	Max	Value
05.04.2008	2	0	100	29,7
12.04.2008	2	0	100	64,8
19.04.2008	2	0	100	10,9
26.04.2008	2	0	100	84,7
03.05.2008	2	0	100	40,6
10.05.2008	2	0	100	33,7
17.05.2008	2	0	100	90,3
24.05.2008	2	0	100	70,9

Increase in re-purchases following the execution of the project (%)

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Increase in re-purchases following the execution of the project (%)	87,8	90,5	+ 2,7	%	Maximize	Customer perspective

Description This indicator stands for customer retention rate. The customer retention is vital, it is evidence of company's strength and allows for more precise forecasting.
Target description This indicator stands for customer retention rate. The customer retention is vital, it is evidence of company's strength and allows for more precise forecasting.

Graph for Increase in re-purchases following the execution of the project (%)

Data for Increase in re-purchases following the execution of the project (%)

Dates	Weight	Min	Max	Value
05.04.2008	2	0	100	87,8
12.04.2008	2	0	100	1,1
19.04.2008	2	0	100	32,1
26.04.2008	2	0	100	30,4
03.05.2008	2	0	100	77,5
10.05.2008	2	0	100	10,9
17.05.2008	2	0	100	90,9
24.05.2008	2	0	100	90,5

Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 28.04.2008 23:56:57