Using SharePoint to Measure the Impact of Change (KPI)

As I discussed in my blog post on Managing Change, it is important to understand the cumulative impact of changes on a project with regards to the scope, schedule, and cost/budget. Throughout the life of a project, there will be changes. The project manager should be able to explain the evolution of the plan from the original baseline to the current baseline, including all approved changes that have been implemented.

Effective use of the change control log (see my blog post on Using SharePoint to Manage Change Requests) provides a tool to track and reconcile changes to the baseline schedule and budget. In addition, use of the Project Status list enables use of SharePoint 2010 Key Performance Indicators to measure and communicate the project team’s ability to manage change at any point in time throughout the project life cycle. In order for the project sponsor and steering committee to make good decisions when approving change requests, they should understand the impact of the changes they have already approved. In addition, project change is one of the key metrics utilized to assess project performance in the project closure process (and identify and implement project improvement opportunities for future product releases / projects).

Creating the Approved Change Request view in the SharePoint list

The first step to establishing the project change metrics in SharePoint is to ensure that you have the appropriate view set-up to support the computation of the metric. The cumulative impact of change on the project represents the total impact of the approved change requests (approved and implemented status) on the project schedule and budget. To support this metric, I create a view in the change request list that is filtered to include only approved and implemented change requests (sample of this list view below).

The screen shot below from the Change Request list view settings illustrates the filters utilized to limit the list to only approved and implemented change requests.

In addition, totals are added to the list view to the Approved Change Request list view to display the sum of the schedule impact (days) and budget impact (dollars). I also added a count of the change requests so you can get a quick feel for the number of change requests that are driving the total change impact. The screen shot below from the Change Request list view settings illustrates setting up the totals that are displayed at the top of the list view.

Creating the Schedule Impact Metric

To create the Schedule Impact metric, select NEW indicator from the Project Status list. Within the indicator set-up, you are prompted for a name of the metric, a brief description of the metric, and comments (I use comments to describe the specifics of the source/calculation). In addition, you are prompted to select the list, and list view (described above) where the change request data is maintained. The screen shot below illustrates the first part of the indicator set-up process.


Then you are prompted to define the schedule impact metric:

  • The metric is calculated using the “Sum” of the “Sched Impact” field in the Approved Change Requests list view.
  • The “lower” the metric value is better.
  • The metric is GREEN when the total schedule impact is X days or lower (in this example I used 10 days)
  • The metric is YELLOW when the total schedule impact is Y days and greater that X days (in this example I used between 11 and 20 days)
  • The metric is RED when the total schedule impact is greater than 20 days.

The screen shot bellow illustrates the definition of the schedule impact metric.


Based upon the information set-up for the Change Request Schedule Impact metric, the screen below illustrates the details displayed for this metric. The biggest challenge is setting up consistent criteria from project to project that effectively defines GREEN/YELLOW/RED for the cumulative schedule impact.

Creating the Cost Impact Metric

The same process is utilized (as described for the Schedule Impact metric) to create the NEW indicator, describe the Cost Impact metric, and select the list/view where the change request data is maintained.

Then you are prompted to define the metric:

  • The metric is calculated using the “Sum” of the “Cost Impact” field in the Approved Change Requests list view.
  • The “lower” the metric value is better.
  • The metric is GREEN when the total cost impact is X dollars ($) or lower (in this example I used $10,000)
  • The metric is YELLOW when the total cost impact is Y dollars and greater that X dollars (in this example I used between $10,000-$25,000)
  • The metric is RED when the total cost impact is greater than $25,000.

The screen shot bellow illustrates the definition of the Cost Impact metric.


Based upon the information set-up for the Change Request Cost Impact metric, the screen below illustrates the details displayed for this metric. Generally the definition of GREEN/YELLOW/RED for this metric is documented within the Cost Management Approach of the Project Management Plan.

Using SharePoint to Measure Project Performance (KPI)

SharePoint 2010 is an enabling tool utilized to dramatically improve the project environment. One of the powerful aspects of using SharePoint to improve your project environment is focused on the idea of measuring performance. Many of my previous blogs about using SharePoint to improve project delivery have focused on performing project management best practices. These best practice areas include managing change requests, organizing project deliverables, and managing issues & risks. The information captured in SharePoint while the project team collaborates and maintains project information can be used to communicate up-to-date project performance metrics. The beauty of using SharePoint to communicate project performance is that it is largely created as a by-product of project work performed and maintained on the project site. The project site provides a platform for project stakeholders to get a “snapshot” of key project performance metrics at any point in time.

Creating the Project Status List

The first step to adding performance metrics to your project site is to add a list, using the Project Status list type. The Project Status list is a key performance indicator list that is new to SharePoint 2010. It enables the ability to access data maintain in lists and libraries (Excel spreadsheets and Access databases) to display project performance metrics. Below is an example of a Project Status list on a project site.

For each performance indicator you establish the method of calculating the metric (sum, average, count of values), as well as the definition of Green (goal), Yellow (warning), and Red. Defining what Green, Yellow, and Red means for each key performance metric one time within your Project Office enables deployment of a standard set of performance metrics (pre-configured) within your standard project template.

Adding Project Performance Indicators

The following describes some ideas around the best approach for adding different types of performance metrics to your project status list.

Overall Status: This indicator uses a column captured with the metadata (overall project status) attached to the last status report saved in the project status report document library. This approach is very straightforward to set-up and the easy for project managers to understand and maintain.

Budget Status: In most cases, I maintain an Excel spreadsheet for project budget tracking. If that is the case, then the budget performance metric is set up to access specific cells in the budget tracking spreadsheet. The Green/Yellow/Red status can be defined based upon $ variance, % variance, or an earned value metric (CPI). An alternative approach to the Excel spreadsheet is to add metadata to the Project Status document library to capture the budget status and/or budget variance. This alternate approach is simple to set-up, but a bit redundant in terms of the way budget information is maintained on your project site.

Schedule Status: I generally use the Green/Yellow/Red status maintained within the project milestones list to compute the schedule status (average status of the active milestones). Similar to the budget status, an alternative approach is to add metadata to the Project Status document library to capture the schedule status. Again, this approach is simple to set-up, but a bit redundant in terms of the way schedule information is maintained on your project site. A third approach is to capture an Earned Value metric (SPI) within the budget tracking spreadsheet and link it to the Schedule Status indicator. Note: The KPI feature does not support accessing information directly from MS Project to capture schedule performance metrics (MS Project Server is required to enable better integration of project schedule information with project dashboards).

High Impact Risk and Issues: The risk/issue performance indicator is based upon the number of (count) high probability/impact risks and issues. All you need to decide is based upon the size/complexity of your project what number of high risks/issues defines Green/Yellow/Red.

Change Requests – Schedule Impact: This indicator is based upon the sum of the schedule impact (days) within the Approved Change Request view of the Change Request list (this view includes all change requests that have been approved and implemented). This metric effectively communicates the cumulative impact of project changes on the project schedule. Again, the key to this metric is defining the schedule impact days relating to Green/Yellow/Red (likely defined within the schedule materiality discussion in the Project Management Plan).

Change Requests – Cost Impact: This indicator is based upon the sum of the cost impact ($) within the Approved Change Request view of the Change Request list (this view includes all change requests that have been approved and implemented). This metric effectively communicates the cumulative impact of project changes on the project budget. Cost variance parameters (that tie to Green/Yellow/Red) are generally defined within the Project Management Plan.

In future blog posts I will provide the specifics associated with setting up these different types of project metrics within your project site.

Creating a Summary View

For the purpose of communicating project status metrics to stakeholders it is a best practice to add the summary view of the Project Status Metrics to the main page of your project site. This is accomplished by adding a Project Status Summary web part to the main page. This web part behaves a little differently than other web parts because it is a KPI (Key Performance Indicator) type web part. This web part provides the options to display only the status indicator, or the status indicator and the actual performance values. It also provides the ability to change the design metaphor for the status symbols (default, checkmarks, and stoplight).

Below is an example of the Project Status Summary web part with the default status symbols.

Below is an example of the Project Status Summary web part with the checkmark status symbols.

The user clicks on one of the indicators to display the specifics associated with a metric. Below is an example of the metric details displayed.