Four numbers every project reports on — client satisfaction, budget health, burn rate, and margin — rolled up into one portfolio-wide view for leadership.
One piece of the Delivery Governance System: the numbers layer — the metrics that turn delivery health from a gut feeling into something leadership can see on a dashboard.
Designed and rolled out each metric personally as Head of PMO, aggregating them into a single portfolio-wide dashboard.
No consistent way to measure client satisfaction, budget health, or profitability across the portfolio — each project reported differently, if at all.
Client satisfaction (CSAT) tracking alongside NPS, schedule adherence, and budget metrics.
SPI/CPI tracked at the project level as part of every PM's own KPI set, then aggregated into a portfolio-wide Power BI dashboard for C-level visibility.
Budget variance and burn rate tracking alongside schedule adherence metrics.
Margin tracked at the project level, then aggregated into the same portfolio dashboard — giving C-level visibility into which projects were profitable and which were losing money.