Change Request (CR) KPI Dilution


Change Request (CR) KPI Dilution – Masked PMO Governance Metric Reporting

By Dennis Wiggins

Georgia, USA



We are learning that the Project Management discipline is an ever changing environment that crosses into multiple industries to drive organizations in their strategic directions. It is a very complex discipline that requires the experts to stay up to date with industry best practices, training and solutions.

Project Management Offices (PMO’s) are an overhead cost that is responsible for managing the funds of multiple cost and profit centers to achieve C-Level Executive’s direction for the Strategic Roadmap. As an overhead cost the PMO should have a primary objective of productivity improvement (i.e. reducing costs) for the resources implementing projects and programs for the PMO Portfolio. This means process improvement not only for the business unit implementing a project, but the PMO is responsible for process improvement as well! Costs for deficient processes are magnified by the number of projects in flight for the PMO Portfolio. This is the significance of Continuous Improvement within a PMO.

Because the project management discipline is dynamic in nature, it sometimes may require a change to be made to the project budget. We are learning that a significant number of projects are failing across multiple industries which implies that the “Triple Constraints” – Scope, Schedule & Costs are exceeding the budgeted costs and delivery timeframe for Sponsors and Stakeholders. It is our belief that this should only occur during changes in Scope by the Sponsors and Stakeholders. Several organizations have published information pertinent to the failure rate associated with Project Portfolio Management (PPM).

We as industry experts should take a methodical approach to the standardization of processes for PMO Governance.



In this article we are going to tackle the Change Request (CR) KPI Dilution – Masked Metric Reporting. We are going to illustrate how the Change Requests dilutes the metric with an illustration of two (2) Change Requests to a project in flight in a comparison of Financial Accounting Vs Project Management Accounting.


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About the Author

Dennis Wiggins

Georgia, USA



Dennis Wiggins
has over 2 decades of experience in the information technology industry and is an expert in the Project Management discipline. He demonstrated his experience leading multi-million $ programs and projects in Information Technology.  In addition, he led a $250 million IT Portfolio Governance PMO for Bell South contracted through Accenture (Big 4). Leveraging his experience in multiple disciplines, he revamped the Executive IT Portfolio Reporting methodology reducing the cycle for reporting from 4 weeks to 1 week, increasing project management productivity and reducing the dollar burn rate.   Also, a lead in the PMO responsible for the domestic and international integration of approximately 75 trading applications in End-to-End (E2E) testing for security transactions for the Front Office, Middle Office and Back Office onto the Barclay’s platform.

He is a recipient of the Project of the Year Award by the PMI Atlanta Chapter for leading the design and development of the PPM Executive Command Center (PPM – ECC). This Project Portfolio Management (PPM) tool was presented at the Institute of Industrial Engineering (IIE) Conference & Expo and was evaluated a 2.9 out 3.0 which is equivalent to a 97% (A+). He understands the “PPM Big Picture” as this tool was designed and developed using the #2 product (Balanced Scorecard) listed in the Harvard Business Review – Top 6 Products providing PMO’s with a fully integrated, dynamic and robust Project Portfolio Management (PPM) solution with dashboards and analytics reporting.

He is a certified graduate of the world renowned General Electric Financial Management Program (GE FMP), Project Management Professional (PMP) and a Lean Six Sigma Black Belt (LSSBB).

Dennis Wiggins is a graduate from the State University at Old Westbury College with a Bachelor of Science in Business Management with a concentration in Finance.

He is the Founder and Chief Executive Officer of Executive Program Management Dashboards (aka Team Exec) providing leading edge training programs, and a value added re-seller providing cost effective industry solutions.

Company Website: http://www.exec-pm-dashboards.com/

Email: [email protected]