Business project management software promises managers and executives sophisticated dashboard reporting that provides all the information they need to ensure work management success. However, I wonder if a high-visibility view into project performance is enough.
Earlier this year, project management expert and author Harvey Levine was asked, "We have recently seen an up-tick in Yellow and Red projects among our portfolios. This has raised an interesting question. 'Is there any research that would tell us what the ideal mix of Red/Yellow/Green is on a portfolio?'"
Harvey's response was what you would expect—and spot on. "In my view, there is no such thing as an ideal mix. It's like asking; 'what level of failure is ideal?' Is there a standard for level of failure? This isn't a QA application. We're talking about project investments here. Failure of projects leads to failure of the enterprise. The ideal mix, if there was such a thing, is 100% green."
Yellow or Red indicators that don't initiate some kind of action just don't make sense. When a stop light goes red, don't you put on the brakes? Harvey offers three suggestions for working with a dashboard system:
1. Set meaningful thresholds for the yellow and red alarms
2. Establish standardized routines for reporting deficiencies and corrective action
3. Look at trends as well as current data
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