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PROJECT MANAGEMENT
METRICS, KPIs, AND
DASHBOARDS
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Harold Kerzner, Ph.D.
Sr. Executive Director for Project Management
The International Institute for Learning
JOHN WILEY & SONS, INC.
PROJECT MANAGEMENT
METRICS, KPIs, AND
DASHBOARDS
A Guide to Measuring
and Monitoring Project
Performance
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This book is printed on acid-free paper.
Copyright© 2011 by International Institute for Learning, Inc., New York, New York.
All rights reserved
Published by John Wiley & Sons, Inc., Hoboken, New Jersey
Published simultaneously in Canada
No part of this publication may be reproduced, stored in a retrieval system, or
transmitted in any form or by any means, electronic, mechanical, photocopying,
recording, scanning, or otherwise, except as permitted under Section 107 or
108 of the 1976 United States Copyright Act, without either the prior written
permission of the Publisher, or authorization through payment of the
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addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River
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www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and the author
have used their best efforts in preparing this book, they make no representations
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may not be suitable for your situation. You should consult with a professional
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about Wiley products, visit our web site at www.wiley.com.
Library of Congress Cataloging-in-Publication Data:
Kerzner, Harold.
Project management metrics, KPIs, and dashboards : a guide to measuring and
monitoring project performance / Harold Kerzner.—1st ed.
p. cm.
Includes index.
ISBN 978-1-118-02652-6 (pbk.); ISBN 978-1-118-08475-5 (ebk);
ISBN 978-1-118-08476-2 (ebk); ISBN 978-1-118-08477-9 (ebk);
ISBN 978-1-118-08628-5 (ebk); ISBN 978-1-118-08629-2 (ebk)
1. Project management. 2. Project management—Quality control.
3. Performance standards. 4. Work measurement. I. Title.
HD69.P75K492 2011
658.4’04—dc23
2011022708
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
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CONTENTS
v
PREFACE IX
1 THE CHANGING LANDSCAPE FOR
PROJECT MANAGEMENT 1
1.0 INTRODUCTION 1
1.1 EXECUTIVE VIEW OF PROJECT MANAGEMENT 2
1.2 COMPLEX PROJECTS 4
Comparing Traditional and Nontraditional Projects 5
Defining Complexity 8
Tradeoffs 9
Skill Set 10
Governance 10
Decision Making 11
Fluid Methodologies 11
1.3 GLOBAL PROJECT MANAGEMENT 12
1.4 PROJECT MANAGEMENT METHODOLOGIES
AND FRAMEWORKS 13
Light Methodologies 16
Heavy Methodologies 16
Frameworks 16
1.5 THE NEED FOR EFFECTIVE GOVERNANCE 19
1.6 ENGAGEMENT PROJECT MANAGEMENT 20
1.7 OTHER DEVELOPMENTS IN PROJECT
MANAGEMENT 22
1.8 A NEW LOOK AT DEFINING PROJECT SUCCESS 23
Success Is Measured by the Triple
Constraints 23
Customer Satisfaction Must Be Considered
As Well 23
Other (or Secondary) Factors Must Be Considered As
Well 24
Success Must Include a Business Component 24
Prioritization of Success Constraints May Be
Necessary 25
The Definition of Success Must Include a “Value”
Component 26
Multiple Components for Success 27
The Future 28
1.9 CONCLUSIONS 28
2 THE DRIVING FORCES FOR
BETTER METRICS 29
2.0 INTRODUCTION 29
2.1 STAKEHOLDER RELATIONS MANAGEMENT 30
2.2 PROJECT AUDITS AND THE PMO 40
2.3 INTRODUCTION TO SCOPE CREEP 41
Defining Scope Creep 42
Scope Creep Dependencies 44
Causes of Scope Creep 45
The Need for Business Knowledge 46
The Business Side of Scope Creep 47
2.4 PROJECT HEALTH CHECKS 48
Understanding Project Health Checks 49
Who Performs the Health Check? 52
Life Cycle Phases 52
2.5 MANAGING DISTRESSED PROJECTS 53
“Root” Causes of Failure 54
The Definition of Failure 56
Early Warning Signs of Trouble 56
Selecting the Recovery Project Manager (RPM) 58
Recovery Life Cycle Phases 59
The Understanding Phase 59
The Audit Phase 60
The Tradeoff Phase 62
The Negotiation Phase 64
The Restart Phase 64
The Execution Phase 65
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vi CONTENTS
3 METRICS 67
3.0 INTRODUCTION 67
3.1 PROJECT MANAGEMENT METRICS:
THE EARLY YEARS 67
3.2 PROJECT MANAGMENT METRICS:
CURRENT VIEW 71
3.3 UNDERSTANDING METRICS 71
3.4 CAUSES FOR LACK OF SUPPORT FOR
METRICS MANAGEMENT 74
3.5 CHARACTERISTICS OF A METRIC 75
3.6 METRIC CATAGORIES AND TYPES 77
3.7 SELECTING THE METRICS 79
3.8 METRICS AND INFORMATION SYSTEMS 82
3.9 CRITICAL SUCCESS FACTORS 82
3.10 METRICS AND THE PMO 85
3.11 CHURCHILL DOWNS INCORPORATED’S
PROJECT PERFORMANCE MEASUREMENT
APPROACHES 89
Toll Gates (Project Management–Related Progress
and Performance Reporting) 90
4 KEY PERFORMANCE INDICATORS 97
4.0 INTRODUCTION 97
4.1 THE NEED FOR KPIs 98
4.2 USING THE KPIs 101
4.3 THE ANATOMY OF A KPI 102
4.4 KPI CHARACTERISTICS 103
Accountability 105
Empowered 105
Timely 105
Trigger Points 105
Easy to Understand 106
Accurate 106
Relevant 107
Seven Strategies for Selecting Relevant Key
Performance Indicators 107
Putting the R in KPI 108
Take First Prize 111
4.5 CATAGORIES OF KPIs 111
4.6 KPI SELECTION 112
4.7 KPI MEASUREMENT 117
4.8 KPI INTERDEPENDENCIES 119
4.9 KPIs AND TRAINING 120
4.10 KPI TARGETS 121
4.11 KPI FAILURES 123
4.12 BRIGHTPOINT CONSULTING, INC.—DASHBOARD
DESIGN: KEY PERFORMANCE INDICATORS AND
METRICS 124
Introduction 124
Metrics and Key Performance Indicators 125
Scorecards, Dashboards, and Reports 126
Gathering KPI and Metric Requirements for a
Dashboard 126
Interviewing Business Users 127
Putting It All Together—The KPI Wheel 128
Start Anywhere, but Go Everywhere 129
Wheels Generate Other Wheels 130
A Word about Gathering Requirements
and Business Users 131
Wrapping It All Up 131
5 VALUE-DRIVEN PROJECT
MANAGEMENT METRICS 133
5.0 INTRODUCTION 133
5.1 VALUE OVER THE YEARS 135
5.2 VALUES AND LEADERSHIP 136
5.3 COMBINING SUCCESS AND VALUE 139
5.4 RECOGNIZING THE NEED FOR VALUE METRICS 142
5.5 THE NEED FOR EFFECTIVE MEASUREMENT
TECHNIQUES 145
5.6 CUSTOMER/STAKEHOLDER IMPACT ON VALUE
METRICS 151
5.7 CUSTOMER VALUE MANAGEMENT (CVM) 152
5.8 THE RELATIONSHIP BETWEEN PROJECT
MANAGEMENT AND VALUE 155
5.9 BACKGROUND TO METRICS 160
Redefining Success 161
The Growth in the Use of Metrics 163
5.10 SELECTING THE RIGHT METRICS 166
5.11 THE FAILURE OF TRADITIONAL METRICS
AND KPIS 170
5.12 THE NEED FOR VALUE METRICS 170
5.13 CREATING A VALUE METRIC 171
5.14 INDUSTRY EXAMPLES OF VALUE METRICS 177
5.15 USE OF CRISIS DASHBOARDS FOR OUT-OF-RANGE
VALUE ATTRIBUTES 182
5.16 ESTABLISHING A METRICS MANAGEMENT
PROGRAM 183
5.17 USING VALUE METRICS FOR FORECASTING 185
5.18 METRICS AND JOB DECRIPTIONS 187
5.19 GRAPHICAL REPRESENTATION OF METRICS 187
6 DASHBOARDS 197
6.1 TRAFFIC LIGHT DASHBOARD REPORTING 200
6.2 DASHBOARDS AND SCORECARDS 201
Dashboards 202
Scorecards 202
Summary 203
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vii
CONTENTS
6.3 BENEFITS OF DASHBOARDS 205
6.4 RULES FOR DASHBOARDS 205
6.5 BITWORK, INC.: TEN QUESTIONS TO ASK BEFORE
IMPLEMENTING A DASHBOARD OR REPORTING
SYSTEM 206
1. What Are Your Needs? 206
2. What Do You Have in Place Already? 206
3. What Is Involved in Integration? 206
4. How Long Does Installation Take? 207
5. How Easy Is the System to Use? 207
6. Who Will Use the System? 207
7. Can You Get Customizations? 208
8. What’s Involved in Operations and
Maintenance? 208
9. What Does the System Cost? 208
10. How Long Will It Last? 209
6.6 BRIGHTPOINT CONSULTING, INC.: DESIGNING
EXECUTIVE DASHBOARDS 209
Introduction 209
Dashboard Design Goals 210
Defining Key Performance Indicators 210
Defining Supporting Analytics 210
Choosing the Correct KPI Visualization
Components 211
Supporting Analytics 213
Validating Your Design 217
6.7 ALL THAT GLITTERS IS NOT GOLD 218
6.8 DASHBOARD DESIGN TIPS 239
6.9 PURESHARE, INC. 240
PureShare White Paper #1: Metric Dashboard
Design 241
White Paper #2 Pro-Active Metrics
Management 252
6.10 LOGIXML, INC.: DASHBOARD BEST
PRACTICES 262
Executive Summary 262
Introduction—What’s New about Dashboards? 263
How Modern Is the Modern Dashboard? 264
The Dashboard versus the Spreadsheet 264
Designing the Dashboard 266
The Business-Driven Dashboard 267
The Implications for the IT Provider 268
Implementing the Dashboard 268
Organizational Challenges 269
Common Pitfalls 270
Justifying the Dashboard 271
Return on Investment 271
Ensuring Service Level Agreements 272
Conclusion 272
6.11 A SIMPLE TEMPLATE 273
6.12 SUMMARY AND CONCLUSIONS 273
The Importance of Design to Information
Dashboards 273
The Rules for Color Usage on Your Dashboard 276
The Rules for Graphic Design of Your Dashboard 278
The Rules for Placing the Dashboard in Front of Your
Users—The Key to User Adoption 279
The Rules for Accuracy of Information on Your
Dashboard 280
7 DASHBOARD APPLICATIONS 281
7.1 DASHBOARDS IN ACTION: VENTYX, AN ABB
COMPANY 281
7.2 DASHBOARDS IN ACTION: JOHNSON
CONTROLS, INC. 282
7.3 DASHBOARDS IN ACTION: COMPUTER
ASSOCIATES, INC. 288
Introduction 288
Project Operational Alert Dashboard 290
Project Operational Alerts Drill Down 292
Project Listing Dashboard 292
Resource Planning Dashboard 295
Resource Planning Drill Down 295
7.4 DASHBOARDS IN ACTION:
PIEMATRIX, INC. 295
PIEmatrix Overview 298
PIEmatrix Executive Dashboard 299
Executive Dashboard and To Do—Where Does
All This Data Come From? 310
Project—Governing and Executing the Project in a
Visual and Friendly Way 313
Project—Planning the Project 316
Project—Breaking Down Silos 324
Authoring—Where the Best Practice Content
Comes From 324
From Authoring Back to the Executive
Dashboard 328
7.5 DASHBOARDS IN ACTION: INTERNATIONAL
INSTITUTE FOR LEARNING 329
7.6 DASHBOARDS IN ACTION: WESTFIELD
INSURANCE 329
7.7 DASHBOARDS IN ACTION: MAHINDRA
SATYAM 333
8 MEASUREMENT-DRIVEN
PROJECT MANAGEMENT 339
8.1 MEASUREMENT CONCEPTS 340
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viii CONTENTS
If It Matters, It Is Detectable 340
If It Is Detectable, It Can Be Measured 340
If It Can Be Measured, It Can Be Managed 340
It Has Probably Been Done Before 341
There Is More Available Data Than You Think 341
You Don’t Need As Much Data As You Think 341
What Gets Measured, Gets Done 341
You Have to Think Differently Than
Most People 342
8.2 DEFINITIONS 342
Information Requirement 342
Entity 342
Attribute 342
Process 342
Measurement 343
Uncertainty 343
Accuracy 345
Precision 345
Measure 345
Indicator 345
Information Solution 345
8.3 MEASUREMENT PROCESS 346
Preliminary Research 346
Case Study: Customer Loyalty Project 346
Identify Information Requirements 347
Analyze Information Requirements 351
Create Indicator 353
Integrate Measurement into Project Processes 363
8.4 ADDITIONAL INFORMATION ON MEASUREMENT
CATEGORIES 365
8.5 FINAL COMMENTS 366
INDEX 367
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ix
The ultimate purpose of metrics and dashboards is not to provide more
information but to provide the right information to the right person at the
right time, using the correct media and in a cost-effective manner. This is
certainly a challenge. As computer technology has grown, so has the ease
by which information can be generated and presented to management and
stakeholders. Today, everyone seems concerned about information over-
load. Unfortunately, the real issue is non-information overload. In other
words, there are too many useless reports that cannot easily be read and
that provide readers with too much information, much of which may have
no relevance. It simply distracts us from the real issues.
Insufficient or ineffective metrics prevent us from understanding what
decisions really need to be made. In traditional project review meetings,
emphasis is placed upon a detailed schedule analysis and a lengthy review
of the cost baseline versus actual expenditures. The resulting discussion and
explanation of the variances are most frequently pure guesswork. Managers
who are upset about the questioning by senior management then make
adjustment that do not fix the problems but limit the time they will be
grilled by senior management at the next review meeting. They then end
up taking actions that may be counterproductive to the timely completion
of the project and real issues are hidden.
You cannot correct or improve something that cannot be effectively
identified and measured. Without effective metrics, managers will not
respond to situations correctly and will end up reinforcing undesirable
actions by the project team. Keeping the project team headed in the right
direction cannot be done easily without effective identification and mea-
surement of metrics.
When all is said and done, we wonder why we have studies like the
Chaos Report, which has shown us over the past 15 years that only about
30 percent of the IT projects are completed successfully. We then identify
hundreds of causes as to why projects fail, but neglect what is now being
recognized as perhaps the single most important cause: a failure in metrics
management.
PREFACE
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x PREFACE
Metrics management should be addressed in all of the areas of knowl-
edge in the PMBOK®
Guide, especially Communications Management. We
are now struggling to find better ways of communicating on projects. Our
focus today is on the unique needs of the receiver of the information. The
need to make faster and better decisions mandates better information.
Human beings have a variety of ways in which they can absorb informa-
tion. We must address all of these ways in the selection of the metrics and
the design of the dashboards that convey this information.
The three most important words in a stakeholder’s vocabulary are,
“Making informed decisions.” This is usually the intent of effective stake-
holder relations management. Unfortunately, this cannot be accomplished
without an effective information system based upon meaningful and infor-
mative metrics and key performance indicators (KPIs).
All too often, we purchase project management software and reluc-
tantly rely upon the report generators, charts, and graphs to provide the
necessary information, even when we realize that this information is either
not sufficient or has limited value. Even those companies that create their
own project management methodologies neglect to consider the metrics
and KPIs that are needed for effective stakeholder relations management.
Informed decisions require effective information. We all seem to under-
stand this, yet it has only been in recent years that we have tried to do
something about it.
For decades we believed that the only information that needed to be
passed on to the client and the stakeholders was information related to
time and cost. Today, we realize that the true project status cannot be deter-
mined from time and cost alone. Each project may require its own unique
metrics and key performance indicators. The future of project management
may very well be metric-driven project management.
Information design has finally come of age. Effective communications
is the essence of information design. Today, we have many small companies
that are specialists in business information design. Larger companies may
maintain their own specialist team and call these people graphic design-
ers, information architects, or interaction designers. These people maintain
expertise in the visual display of both quantitative and qualitative informa-
tion necessary for informed decision making.
Traditional communications and information flow has always been
based upon tables, charts, and indexes that were hopefully organized prop-
erly by the designer. Today, information or data graphics combines points,
lines, charts, symbols, images, words, numbers, shades, and a symphony
of colors necessary to convey the right message easily. What we know with
certainty is that dashboards and metrics are never an end in themselves.
They go through continuous improvement and are constantly updated. In
a project management environment, each receiver of information can have
different requirements and may request different information during the
life cycle of the project.
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xi
PREFACE
With this in mind, the book is structured as follows:
◾ Chapters 1 and 2 identify how project management has changed over
the last few years and more pressure is being placed upon the organiza-
tion for effective metrics management.
◾ Chapter 3 provides an understanding of what metrics are and how they
can be used.
◾ Chapter 4 discussed key performance indications and explains the differ-
ence between metrics and KPIs.
◾ Chapter 5 focuses on the value-driven metrics and value-driven key per-
formance indicators. Stakeholders are asking for more metrics related
to the project’s ultimate value. The identification and measurement of
value-driven metrics can be difficult.
◾ Chapter 6 describes how dashboards can be used to present the met-
rics and KPIs to the stakeholders. Examples of dashboards are included
together with some rules for dashboard design.
◾ Chapter 7 identifies dashboards that are being used by companies.
◾ Chapter 8 provides various techniques for the actual measurement of
the metric and the KPI. Metrics and KPIs serve no viable purpose if they
cannot be effectively measured.
HAROLD KERZNER, PH.D.
Sr. Executive Director for Project Management
The International Institute for Learning
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1
CHAPTER
OVERVIEW
CHAPTER
OBJECTIVES
KEY WORDS
The way we managed projects in the past will not suffice for many of the
projects we are managing now, as well as for the projects of the future.
The complexity of these projects will place pressure on organizations to
better understand how to identify, select, measure, and report project met-
rics. The future or project management may very well be metric-driven proj-
ect management.
◾ To understand how project management has changed
◾ To understand the need for project management metrics
◾ To understand the need for better, more complex project management
metrics
◾ Certification Boards
◾ Complex Projects
◾ Engagement Project Management
◾ Frameworks
◾ Governance
◾ Project Management Methodologies
◾ Project Success
THE CHANGING LANDSCAPE FOR
PROJECT MANAGEMENT
1
1.0 INTRODUCTION
For more than 50 years project management has been in use but perhaps
not on a worldwide basis. What differentiated companies that were using
project management in the early years was whether or not they used project
management, not how well they used it. Today, almost every company uses
project management and the differentiation is whether they are simply good
at project management or whether they truly excel at project management.
The difference between using project management and being good at project
management is relatively small, and most companies can become good at
project management in a relatively short time period, especially if they have
executive-level support. A well-organized project management office (PMO)
can also accelerate the maturity process. The difference, however, between
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2 THE CHANGING LANDSCAPE FOR PROJECT MANAGEMENT
being good and excelling at project management is quite large. One of the
critical differences is that excellence in project management on a continuous
basis requires more metrics than just time and cost. The success of a project
cannot be determined just from the time and cost metrics, yet we persist in
the belief that this is possible.
Companies such as IBM, Microsoft, Siemens, Hewlett-Packard,
Computer Associates, and Deloitte, just to name a few, have come to the
realization that they must excel at project management. This requires
additional tools and metrics to support project management. IBM has
more than 300,000 employees with more that 70 percent outside of the
United States. This includes some 20,000 project managers. Hewlett-
Packard (HP) has more than 8000 project managers and 3500 Project
Management Professionals (PMP®
s). HP desires 8000 project managers
and 8000 PMP®
s. These numbers are now much larger with HP’s acquisi-
tion of Electronic Data Systems (EDS).
1.1 EXECUTIVE VIEW OF PROJECT MANAGEMENT
The companies mentioned previously perform strategic planning for proj-
ect management and are focusing heavily on the future. Several of the things
that these companies are doing will be discussed in this chapter, beginning
with senior management’s vision of the future. Years ago, senior manage-
ment provided lip service to project management, reluctantly supporting it
to placate the customers. Today, senior management appears to have rec-
ognized the value in using project management effectively and maintains a
different view of project management as seen in Table 1-1.
TABLE 1-1 The Executive View of Project Management
OLD VIEW NEW VIEW
Project management is a career path. Project management is a strategic or core competency
necessary for the growth and survivability of the company.
We need our people certified as Project Management
Professionals (PMP®
s).
We need our people to undergo multiple certifications;
at a minimum, to be certified in project management and
corporate business processes.
Project managers will be used for project execution
only.
Project managers will participate in the portfolio selection of
projects and capacity-planning activities.
Business strategy and project execution are separate
activities.
Part of the project manager’s job is to bridge strategy and
execution.
Project managers make solely project-based decisions. Project managers make both project and business decisions.
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3
1.1 EXECUTIVE VIEW OF PROJECT MANAGEMENT
Project management is no longer regarded as a part-time occupation
or even a career path position. It is now viewed as a strategic competency
needed for the survival of the firm. Superior project management capability
can make the difference between winning and losing a contract.
For more than 20 years, becoming a PMP®
was seen as the light at the
end of the tunnel. Today, that has changed. Becoming a PMP®
is the light at
the entryway to the tunnel. The light at the end of the tunnel may require
multiple certifications. As an example, after becoming a PMP®
, a project
manager may desire to become certified in:
◾ Business Analyst Skills or Business Management
◾ Program Management
◾ Business Processes
◾ Managing Complex Projects
◾ Six Sigma
◾ Risk Management
Some companies have certification boards, which meet frequently and
discuss what certification programs would be of value for their project man-
agers. Certification programs that require specific knowledge of company
processes or company intellectual property may be internally developed
and taught by the company’s own employees.
Executives have come to the realization that there is a return on invest-
ment in project management education. Therefore, executives are now
investing heavily in customized project management training, especially
in the behavioral courses. As an example, one executive commented that
he felt that presentation skills training was the highest priority for his
project managers. If a project manager makes a highly polished presenta-
tion before the client, the client believes that the project is being managed
the same way. If the project manager makes a poor presentation, then the
client might believe the project is managed the same way. Other training
programs that executives feel would be beneficial for the future include:
◾ Establishing metrics and key performance indicators (KPIs)
◾ Dashboard design
◾ Managing complex projects
◾ How to perform feasibility studies and cost-benefit analyses
◾ Business analysis
◾ Business case development
◾ How to validate and revalidate project assumptions
◾ How to establish project governance
◾ How to manage multiple stakeholders
◾ How to design and implement “fluid” or adaptive enterprise project
management methodologies
◾ How to develop coping skills and stress management skills
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Project managers are now being brought on board projects at the
beginning of the initiation phase rather than at the end of the initiation
phase. To understand the reason for this, consider the following situation:
SITUATION: A project team is assembled at the end of the initiation phase
of a project to develop a new product for the company. The project man-
ager is given the business case for the project together with a listing of the
assumptions and constraints. Eventually, the project is completed, some-
what late and significantly over budget. When asked by marketing and
sales why the project costs were so large, the project manager responds,
“According to my team’s interpretation of the requirements and the busi-
ness case, we had to add in more features than we originally thought.”
Marketing then replies, “The added functionality is more than what our
customers actually need. The manufacturing costs for what you developed
will be significantly higher than anticipated and that will force us to raise
the selling price. We may no longer be competitive in the market segment
we were targeting.” “That’s not our problem,” responds the project man-
ager. “Our definition of project success is the eventual commercialization
of the product. Finding customers is your problem, not our problem.”
Needless to say, we could argue about what the real issues were in this
project that created the problems. For the purpose of this book, there are two
issues that stand out. First and foremost, project managers today are paid to
make business decisions as well as project decisions. Making merely proj-
ect-type decisions could result in the development of a product that is either
too costly to build or overpriced for the market at hand. Second, the tradi-
tional metrics used by project managers over the past several decades were
designed for project rather than business decision making. Project manag-
ers must recognize that, with the added responsibilities of making business
decisions, a new set of metrics may need to be
included as part of the project manager’s respon-
sibility. Likewise, we could argue that marketing
was remiss in not establishing and tracking busi-
ness-related metrics throughout the project and
simply waited until the project was completed to
see the results.
1.2 COMPLEX PROJECTS1
For more three decades, project management has been used to support
traditional projects. Traditional projects are heavily based upon linear
thinking; we have well-structured life cycle phases and templates, forms,
TIP Today’s project manager sees himself/herself
as managing part of a business rather than simply
managing a project. Therefore, additional metrics
may be required for informed decision making to
happen.
1. Adapted from Harold Kerzner and Carl Belack, Managing Complex Projects, John Wiley &
Sons and the International Institute for Learning (IIL) Co-publishers, 2010; Chapter 1.
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5
1.2 COMPLEX PROJECTS
guidelines, and checklists for each phase. As long as the scope is reasonably
well defined, traditional project management works well.
Unfortunately, only a small percentage of all of the projects within a
company fall into this category. Most nontraditional or complex projects
use seat-of-the-pants management because they are largely based upon
business scenarios where the outcome or expectations can change from day
to day. Therefore, project management techniques were neither required
nor used on these complex projects that were more business oriented and
aligned to five-year or ten-year strategic plans that were constantly updated.
Now, we are finally realizing that project management can be used on
these complex projects, but the traditional project management processes
may be inappropriate or must be modified. This includes looking at proj-
ect management metrics and KPIs in a different light. The leadership style
for complex projects may not be the same as for traditional projects. Risk
management is significantly more difficult on complex projects and the
involvement of more participants and stakeholder is necessary.
Now that we have become good at traditional projects, we are focusing
our attention on the nontraditional or complex projects. Some of the major
differences between traditional and nontraditional or complex projects are
shown below in Table 1-2.
Comparing Traditional and Nontraditional Projects
The traditional project that most people manage is usually less than
18 months. In some companies, the traditional project might be six months
or less. The length of the project is usually dependent on the industry. In
the auto industry, for example, a traditional project is three years.
TABLE 1-2 Traditional versus Nontraditional Projects
TRADITIONAL PROJECTS NONTRADITIONAL PROJECTS
The time duration is 6–18 months. The time duration can be over several years.
The assumptions are not expected to change over the
duration of the project.
The assumptions can and will change over the project’s
duration.
Technology is known and will not change over the
project’s duration.
Technology will most certainly change.
People that started on the project will remain through
to completion (the team and the project sponsor).
People who approved the project and are part of the
governance may not be there at the project’s conclusion.
The statement of work is reasonably well defined. The statement of work is ill defined and subject to
numerous scope changes.
The target is stationary. The target may be moving.
There are few stakeholders. There are multiple stakeholders.
There are few metrics and key performance indicators. There can be numerous metrics and key performance indicators.
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With projects that are 18 months or less, we assume that technology is
known with some degree of assuredness and technology may undergo little
change over the life of the project. The same holds true for the assumptions.
We tend to believe that the assumptions made at the beginning of the proj-
ect will remain intact for the duration of the project unless a crisis occurs.
People that are assigned to the project will most likely stay on board
the project from beginning to end. The people may be full-time or part-
time. This includes the project sponsor as well as the team members.
Because the project is 18 months or less, the statement of work is usually
reasonably well defined and the project plan is based upon reasonably well-
understood and proven estimates. Cost overruns and schedule slippages can
occur, but not to the degree that they will happen on complex projects. The
objectives of the project, as well as critical milestone or deliverable dates,
are reasonably stationary and not expected to change unless a crisis occurs.
The complexities of nontraditional projects seem to have been driven in
the past by time and cost. Some people believe that these are the only two
metrics that need to be tracked on a continuous basis. Complex projects may
run as long as 10 years, or even longer. Because of the long time duration,
the assumptions made at the initiation of the project will most likely not be
valid at the end of the project. The assumptions will have to be revalidated
throughout the project. There can be numerous metrics, and the metrics can
change over the duration of the project. Likewise, technology can be expected
to change throughout the project. Changes in technology can create signifi-
cant and costly scope changes to the point where the final deliverable does
not resemble the initially planned deliverable.
People on the governance committee and in decision-making roles
most likely are senior people and may be close to retirement. Based upon
the actual length of the project, the governance structure can be expected to
change throughout the project if the project’s duration is 10 years or longer.
Because of scope changes, the statement of work may undergo several
revisions over the life cycle of the project. New governance groups and
new stakeholders can have their own hidden agendas and demand that
the scope be changed or they might even cancel their financial support for the
project. Finally, whenever you have a long-term complex project where con-
tinuous scope changes are expected, the final target may move. In other words,
the project plan must be constructed to hit a moving target.
SITUATION: A project manager was brought on board a project and pro-
vided with a project charter than included all of the assumptions made
in the selection and authorization of the project. Part way through the
project, some of the business assumptions changed. The project manager
assumed that the project sponsor would be monitoring the enterprise
environmental factors for changes in the business assumptions. That did
not happen. The project was eventually completed, but there was no real
market for the product.
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7
Given the premise that project managers are
now more actively involved in the business, we
must track the assumptions the same way that
we track budgets and schedules. If the assump-
tions are wrong or no longer valid, then we may
need to either change the statement of work or
even consider canceling the project. We should
also track the expected value at the end of the project because unacceptable
changes in the final value may be another reason for project cancellation.
Examples of assumptions that are likely to change over the duration of
a project, especially on a long-term project, include:
◾ The cost of borrowing money and financing the project will remain fixed.
◾ Procurement costs will not increase.
◾ The breakthrough in technology will take place as scheduled.
◾ The resources with the necessary skills will be available when needed.
◾ The marketplace will readily accept the product.
◾ Our competitors will not catch up to us.
◾ The risks are low and can be easily mitigated.
◾ The political environment in the host country will not change.
The problem with having faulty assumptions is that they can lead to bad
results and unhappy customers. The best defense against poor assumptions
is good preparation at project initiation, including the development of risk
mitigation strategies and tracking metrics for critical assumptions. However,
it may not be possible to establish metrics for the tracking of all assumptions.
Most companies either have or are in the process of developing an
enterprise project management methodology (EPM). EPM systems are usu-
ally rigid processes designed around policies and procedures, and work
efficiently when the statement of work is well
defined. With the new type of projects expected
over the next decade, however, these rigid and
inflexible processes may be more of a hindrance.
EPM systems must become more flexible in
order to satisfy business needs. The criteria for
good systems will lean toward forms, guidelines, templates, and check-
lists rather than policies and procedures. Project managers will be given
more flexibility in order to make decisions necessary to satisfy the business
needs of the project. The situation is further complicated in that all active
stakeholders may wish to use their own methodology, and having multiple
methodologies on the same project is never a good idea. Some host coun-
tries may be quite knowledgeable in project management, whereas other
may have just cursory knowledge.
In the future, having a fervent belief that the original plan is correct may
be a poor assumption. As the project’s business needs change, the need to
TIP Metrics and key performance indicators
must be established for those critical activities
that can have a direct impact on the success or
failure of the project. This includes the tracking of
assumptions and value.
TIP The more flexibility the methodology con-
tains, the greater the need for additional metrics
and key performance indicators.
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change the plan will be evident. Also, decision making based entirely upon
the triple constraints, with little regard for the final value of the project, may
result in a poor decision. Simply stated, today’s view of project management
is quite different from the views in the past, and this is partially the result of
recognizing the benefits of project management over the past two decades.
We can now summarize some of the differences between managing
traditional and complex projects. These are shown in Table 1-3. Perhaps
the primary difference is whom the project manager must interface with on
a daily basis. With traditional projects, the project manager interfaces with
the sponsor and the client, both of whom may provide the only governance
on the project. With complex projects, governance is by committee and
there can be multiple stakeholders whose concerns need to be addressed.
Defining Complexity
Complex projects can differ from traditional projects for a multitude of
reasons, including:
◾ Size
◾ Dollar value
◾ Uncertain requirements
◾ Uncertain scope
◾ Uncertain deliverables
◾ Complex interactions
◾ Uncertain credentials of the labor pool
◾ Geographical separation across multiple time zones
◾ Use of large virtual teams
◾ Other differences
TABLE 1-3 Summarized Differences between Traditional and Nontraditional Projects
MANAGING TRADITIONAL PROJECTS MANAGING NONTRADITIONAL PROJECTS
Single-person sponsorship Governance by committee
Possibly a single stakeholder Multiple stakeholders
Project decision making Both project and business decision making
An inflexible project management methodology Flexible or “fluid” project management methodology
Periodic status reporting Real-time reporting
Success is defined by the triple constraints. Success is defined by competing constraints, value, and
other factors.
Metrics and KPIs are derived from the earned value
measurement system .
Metrics and KPIs may be unique to the particular project
and even to a particular stakeholder.
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9
There are numerous definitions of a complex project, based upon
the interactions of two or more of the preceding elements. Even a small,
two-month infrastructure project can be considered complex according to
the definition. This can create havoc when selecting and using metrics. The
projects that you manage within your own company can be regarded as
complex projects if the scope is large and the statement of work is only par-
tially complete. Some people believe that R&D projects are always complex
because, if you can lay out a plan for R&D, then you probably do not have
R&D. R&D is when you are not 100 percent sure where you are heading,
you do not know what it will cost, and you do not know if and when you
will get there.
Complexity can be defined according to the number of interactions
that must take place for the work to be executed. The greater the num-
ber of functional units that must interact, the harder it is to perform the
integration. The situation becomes more difficult if the functional units
are dispersed across the globe and if cultural differences makes integra-
tion difficult. Complexity can also be defined according to size and length.
The larger the project is in scope and cost, and the greater the time frame,
the more likely it is that scope changes will occur
significantly, affecting the budget and schedule.
Large, complex projects tend to have large cost over-
runs and schedule slippages. Good examples of
this are Denver International Airport, the Channel
between England and France, and the “Big Dig” in
Boston.
Tradeoffs
Project management is an attempt to improve efficiency and effectiveness
in the use of resources by getting work to flow multidirectionally through
an organization. This holds true for both traditional projects and complex
projects. Initially, this might seem easy to accomplish, but there are typi-
cally a number of constraints imposed upon a project. The most common
constraints are time, cost, and performance (also referred to as scope or
quality) and are known as “the triple constraints.”
From an executive-level perspective, the goal of project management
may be meeting the triple constraints of time, cost, and performance, while
maintaining good customer relations. Unfortunately, because most proj-
ects have some unique characteristics, highly accurate estimates may not
be possible and tradeoffs between the triple constraints may be neces-
sary. As will be discussed later, there may be significantly more than three
constraints on a project and metrics may have to be established to track
each of the constraints. The metrics provide the basis for informed trade-
off decision making. Executive management, functional management, and
key stakeholders must be involved in almost all tradeoff discussions to
TIP Because of the complex interactions of the
elements of work, a few simple metrics may not
provide a clear picture of project status. The combi-
nation of several metrics may be necessary in order
to make informed decisions.
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ensure that the final decision is made in the best interests of the project,
the company, and the stakeholders. If multiple stakeholders are involved,
as there are on complex projects, then agreement from all of the stakehold-
ers may be necessary. Project managers may possess sufficient knowledge
for some technical decision making but may not have sufficient business
or technical knowledge to adequately determine the best course of action
to address the interests of the parent company as well as the individual
stakeholders on the project.
Skill Set
All project managers have skills, but not all project managers will have the
right skills for the given job. For projects internal to a company, it may
be possible to develop a company-specific skill set or company-specific
body of knowledge. Specific training courses can be established to support
company-based knowledge requirements.
For complex projects with a multitude of stakeholders, all from differ-
ent countries with different cultures, finding the perfect project manager
may be an impossible task. Today, we are in the infancy stage of under-
standing complex projects and the accompanying metrics, and we may
not be able to determine the ideal skill set for managing complex projects.
We must remember that project management existed for more than three
decades before we created the first Project Management Body of Knowledge
(PMBOK®
Guide), and even now with the fourth edition, it is still referred
to as a “guide.”
We can, however, conclude that there are certain skills required to
manage complex projects. Some additional skills needed might be: how
to manage virtual teams; understanding cultural differences; managing
multiple stakeholders, each of whom may have a different agenda; under-
standing the impact of politics on project management; and selecting and
measuring project metrics.
Governance
Cradle-to-grave user involvement in complex projects is essential. What is
unfortunate is that user involvement can change because of politics and
the length of the project. It is not always possible to have the same user
community attached to the project from beginning to end. Promotions,
changes in power and authority positions because of elections, and retire-
ments can cause a shift in user involvement.
Governance is the process of decision making. On large complex proj-
ects, governance will be in the hands of the many rather than the few. Each
stakeholder may either expect or demand to be part of all critical decisions
on the project. This must be supported by proper metrics that provide
meaningful information. The channels for governance must be clearly
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11
defined at the beginning of the project, possibly before the project manager
is assigned. Changes in governance, which are increasingly expected, the
longer the project takes, can have a serious impact on the way the project is
managed, as well as on the metrics used.
Decision Making
Complex projects have complex problems. All problems generally have
solutions, but not all solutions may be good or even practical. Good met-
rics can make decision making easier. Also, some solutions to problems can
be more costly than other solutions. Identifying a problem is usually easy.
Identifying alternatives may require the involvement of many stakeholders,
and each stakeholder may have a different view of the actual problem and
the possible alternatives. To complicate matters, some host countries have
very long decision-making cycles, for the identification of the problem as
well as for the selection of the best alternative. Each stakeholder may select
an alternative that is in the best interests of that particular stakeholder
rather than in the best interests of the project.
Obtaining approval can take just as long, especially if the solution
requires that additional capital be raised and if politics play an active role.
In some emerging countries, every complex project may require the signa-
ture of a majority of the ministers and senior government leaders. Decisions
may be based upon politics and religion as well.
Fluid Methodologies
With complex projects, the project manager needs a fluid or flexible
project management methodology capable of interfacing with multiple
stakeholders. The methodology may need to be aligned more with busi-
ness processes than with project management
processes, since the project manager may need
to make business decisions as well as project
decisions. Complex projects seem to be dictated
more by business decisions than by pure project
decisions.
Complex projects are driven more by the
project’s end value than by the triple or compet-
ing constraints. Complex projects tend to take
longer than anticipated and cost more than orig-
inally budgeted because of the need to guarantee
that the final result will have the value desired
by the customers and stakeholders. Simply
stated, complex projects tend to be value-driven
rather than driven by the triple or competing
constraints.
TIP Completing a project within the triple
constraints is not necessarily success if perceived
stakeholder value is not there at the conclusion of
the project.
TIP The more complex the project, the more
time is needed to select, perform measurements,
and report on the proper mix of metrics.
TIP The longer the project, the greater the
flexibility needed for metrics to change.
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1.3 GLOBAL PROJECT MANAGEMENT
Every company in the world has complex projects that they would have
liked to undertake but were unable to because of limitations such as:
◾ No project portfolio management function to evaluate projects
◾ A poor understanding of capacity planning
◾ A poor understanding of project prioritization
◾ A lack of tools for determining project value
◾ A lack of project management tools and software
◾ A lack of sufficient resources
◾ A lack of qualified resources
◾ A lack of support for project management education
◾ A lack of a project management methodology
◾ A lack of knowledge in dealing with complexity
◾ A fear of failure
◾ A lack of understanding of metrics needed to track the project
Because not every company has the capability to manage these com-
plex projects, they must look outside for suppliers of project management
services. Companies that provide these services on a global basis consider
themselves to be business solution providers and differentiate themselves
from localized companies according to the elements in Table 1-4.
Those companies that have taken the time and effort to develop flexi-
ble project management methodologies and become solution providers
are companies that are competing in the global marketplace. Although
these companies may have as part of their core business the providing of
products and services, they may view their future as being a global solution
provider for the management of complex projects.
TABLE 1-4 Global versus Nonglobal Companies
FACTOR NONGLOBAL GLOBAL
Core business Sell products and services Sell business solutions
PM satisfaction level Must be good at project management Must excel at project management
PM methodology Rigid Flexible and fluid
Metrics/KPIs Minimal Extensive
Supporting tools Minimal Extensive
Continuous Improvement Follow the leader Capture best practices and lessons learned
Business knowledge Know your company’s business Understand the client’s business as well as
your company’s business
Type of team Co-located Virtual
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13
1.4 PROJECT MANAGEMENT METHODOLOGIES AND FRAMEWORKS
For these companies, being good at project
management is not enough; they must excel at
project management. They must be innovative in
their processes to the point that all processes and
methodologies are highly fluid and easily adapt-
able to a particular client. They have an extensive
library of tools to support the project manage-
ment processes. Most of the tools were created internally with ideas discov-
ered through captured lessons learned and best practices.
1.4 PROJECT MANAGEMENT METHODOLOGIES
AND FRAMEWORKS
Most companies today seem to recognize the need for one or more project
management methodologies but either create the wrong methodologies or
misuse the methodologies that have been created. Many times, companies
rush into the development or purchasing of a methodology without any
understanding of the need for one other than the fact that their competitors
have a methodology. Jason Charvat states:2
Using project management methodologies is a business strategy allowing
companies to maximize the project’s value to the organization. The method-
ologies must evolve and be “tweaked” to accommodate a company’s changing
focus or direction. It is almost a mind-set, a way that reshapes entire organiza-
tional processes: sales and marketing, product design, planning, deployment,
recruitment, finance, and operations support. It presents a radical cultural
shift for many organizations. As industries and companies change, so must
their methodologies. If not, they’re losing the point.
There are significant advantages to the design and implementation of a
good, flexible methodology:
◾ Shorter project schedules
◾ Reduce and/or better control of costs
◾ Prevent unwanted scope changes
◾ Plan for better execution
◾ Predict results more accurately
◾ Improve customer relations during project execution
◾ Adjust the project during execution to fit changing customer requirements
◾ Provide senior management with better visibility of status
◾ Standardization in execution
◾ Capturing of best practices
TIP Competinggloballycannotbeaccomplished
effectively with the same mindset as competing
locally. An effective project management informa-
tion system based upon possibly project-specific
metrics may be essential.
2. Jason Charvat, Project Management Methodologies, John Wiley & Sons Publishers, Hoboken,
2003; p.2.
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Rather than using policies and procedures, some methodologies are
constructed as a set of forms, guidelines, templates, and checklists that can
and must be applied to a specific project or situation. It may not be pos-
sible to create a single enterprise-wide methodology that can be applied to
each and every project. Some companies have been successful doing this,
but there are still many companies that successfully maintain more than
one methodology. Unless the project manager is capable of tailoring the
enterprise project management methodology to his/her needs, more than
one methodology may be necessary.
There are several reasons why good intentions often go astray. At the
executive levels, methodologies can fail if the executives have a poor under-
standing of what a methodology is and believe that a methodology is:3
◾ A quick fix
◾ A silver bullet
◾ A temporary solution
◾ A cookbook approach for project success
At the working levels, methodologies can also fail if they:4
◾ Are abstract and high level
◾ Contain insufficient narratives to support these methodologies
◾ Are not functional or do not address crucial areas
◾ Ignore the industry standards and best practices
◾ Look impressive but lack real integration into the business
◾ Use nonstandard project conventions and terminology
◾ Compete for similar resources without addressing this problem
◾ Don’t have any performance metrics
◾ Take too long to complete because of bureaucracy and administration
Other reasons why methodologies can fail include:
◾ The methodology must be followed exactly even if the assumptions and
environmental input factors have changed.
◾ The methodology focuses on linear thinking.
◾ The methodology does not allow for out-of-the-box thinking.
◾ The methodology does not allow for value-added changes that are not
part of the original requirements.
◾ The methodology does not fit the type of project.
◾ The methodology is too abstract (rushing to design it).
◾ The methodology development team neglects to consider bottlenecks
and the concerns of the user community.
3. Ibid., p.4.
4. Ibid., p.5.
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15
◾ The methodology is too detailed.
◾ The methodology takes too long to use.
◾ The methodology is too complex for the market, clients, and stakehold-
ers to understand.
◾ The methodology does not have sufficient or correct metrics.
Deciding on what type of methodology is not an easy task. There are
many factors to consider such as:5
◾ The overall company strategy—how competitive are we as a company?
◾ The size of the project team and/or scope to be managed
◾ The priority of the project
◾ How critical the project is to the company
◾ How flexible the methodology and its components are
There are numerous other factors that can influence the design of a
methodology. Some of these factors include:
◾ Corporate strategy
◾ Complexity and size of the projects in the portfolio
◾ Management’s faith in project management
◾ Development budget
◾ Number of life cycle phases
◾ Technology requirements
◾ Customer requirements
◾ Training requirements and costs
◾ Supporting tools and software costs
Project management methodologies are created around the project
management maturity level of the company and the corporate culture. If the
company is reasonably mature in project management and has a culture that
fosters cooperation, effective communication, teamwork, and trust, then a
highly flexible methodology can be created based upon guidelines, forms,
checklists, and templates. As stated previously, the more flexibility that is
added into the methodology, the greater the need for a family of metrics
and KPIs. Project managers can pick and choose the parts of the methodol-
ogy and metrics that are appropriate for a particular client. Organizations
that do not possess either of these two characteristics rely heavily upon
methodologies constructed with rigid policies and procedures, thus creat-
ing significant paperwork requirements with accompanying cost increases,
and removing the flexibility that the project manager needs to adapt the
methodology to the needs of a specific client. These rigid methodologies
5. Ibid., p.66.
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usually rely upon time and cost as the only metrics and can make it nearly
impossible to determine the real status of the project.
Jason Charvat describes these two types as light methodologies and
heavy methodologies:6
Light Methodologies
Ever-increasing technological complexities, project delays, and changing client
requirements brought about a small revolution in the world of development
methodologies. A totally new breed of methodology—which is agile, adap-
tive, and involves the client every part of the way—is starting to emerge. Many
of the heavyweight methodologists were resistant to the introduction of these
“lightweight” or “agile” methodologies (Fowler, 20017
). These methodologies
use an informal communication style. Unlike heavyweight methodologies,
lightweight projects have only a few rules, practices, and documents. Projects
are designed and built on face-to-face discussions, meetings, and the flow of
information to the clients. The immediate difference of using light methodol-
ogies is that they are much less documentation-oriented, usually emphasizing
a smaller amount of documentation for the project.
Heavy Methodologies
The traditional project management methodologies (i.e., SDLC approach) are
considered bureaucratic or “predictive” in nature and have resulted in many
unsuccessful projects. These heavy methodologies are becoming less popular.
These methodologies are so laborious that the whole pace of design, develop-
ment and deployment slows down—and nothing gets done. Project managers
tend to predict every milestone because they want to foresee every technical
detail (i.e., software code or engineering detail). This leads managers to start
demanding many types of specifications, plans, reports, checkpoints, and
schedules. Heavy methodologies attempt to plan a large part of a project in
great detail over a long span of time. This works well until things start chang-
ing, and the project managers inherently try to resist change.
Frameworks
More and more companies today, especially those that wish to compete
in the global marketplace as a business solution provider, are using frame-
works rather than methodologies.
6. Ibid, pp.102–104.
7. Martin Fowler, The New Methodology, Thought Works, 2001. Available at www.martinfowler
.com/articles.
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17
◾ Framework: The individual segments, principles, pieces or components
of the processes needed to complete a project. This can include forms,
guidelines, checklists, and templates.
◾ Methodology: The orderly structuring or grouping of the segments or
framework elements. This can appear as policies, procedures, or guidelines.
Frameworks focus on a series of processes that must be done on all
projects. Each process is supported by a series of forms, guidelines, tem-
plates, checklists, and metrics that can be applied to a particular client’s
business needs. The metrics will be determined jointly by the project man-
ager, the client, and the various stakeholders.
As stated previously, a methodology is a series of processes, activities,
and tools that are part of a specific discipline, such as project manage-
ment, and designed to accomplish a specific objective. When the prod-
ucts, services, or customers have similar requirements and do not require
significant customization, companies develop methodologies to provide
some degree of consistency in the way that projects are managed. With
these methodologies, the metrics, once established, usually remain the
same for every project.
As companies become reasonably mature in project management, the
policies and procedures are replaced by forms, guidelines, templates, and
checklists. This provides more flexibility for the project manager in how to
apply the methodology to satisfy a specific customer’s requirements. This
leads to a more informal application of the project management method-
ology, and significantly more metrics are now required.
Today, this informal project management approach has been some-
what modified and called a framework. A framework is a basic conceptual
structure that is used to address an issue, such as a project. It includes a
set of assumptions, project-specific metrics, concepts, values, and processes
that provide the project manager with a means for viewing what is needed
to satisfy a customer’s requirements. A framework is a skeletal support
structure for building the project’s deliverables.
Frameworks work well as long as the project’s requirements do not
impose severe pressure upon the project manager. Unfortunately, in today’s
chaotic environment, this pressure appears to be increasing because:
◾ Customers are demanding low-volume, high-quality products with some
degree of customization.
◾ Project life cycles and new product development times are being
compressed.
◾ Enterprise environmental factors are having a greater impact on project
execution.
◾ Customers and stakeholders want to be more actively involved in the
execution of projects.
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◾ Companies are developing strategic partnerships with suppliers, and
each supplier can be at a different level of project management maturity.
◾ Global competition has forced companies to accept projects from cus-
tomers that are all at a different level of project management maturity.
These pressures tend to slow down the decision-making processes at
a time when stakeholders want the processes to be accelerated. This slow-
down is the result of:
◾ The project manager being expected to make decisions in areas where he/
she has limited knowledge.
◾ The project manager hesitating to accept full accountability and owner-
ship for the projects.
◾ Excessive layers of management being superimposed on the project man-
agement organization.
◾ Risk management is being pushed up to higher levels in the organiza-
tional hierarchy.
◾ The project manager demonstrates questionable leadership ability.
Both methodologies and frameworks are mechanisms by which we
can obtain best practices and lessons learned in the use of metrics and
KPIs. Figure 1-1 illustrates the generic use of a methodology or framework.
Figure 1-1 Generic Methodology
Client(s)
Stakeholders
Inputs Processes Outputs
Customer
Satisfaction
Management
Requirements
Business Case
Assumptions
Validation Validation
I P E M C
Methodology
• PMBOK®
Guide
Processes
• Tools
• Metrics
• KPI
• Dashboards
Deliverables
• Best Practices
Library
• Lessons Learned
Library
• Metric Library
• KPI Library
• Client Value-
Added Activities
• Improvements
for the Next
Project
Feedback
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19
1.5 THE NEED FOR EFFECTIVE GOVERNANCE
Once we identify the clients and stakeholders, we then input the require-
ments, business case, and accompanying assumptions. The methodology
then guides us through the PMBOK®
Guide process groups of initiation (I),
planning (P), execution (E), monitoring and controlling (M), and closure
(C). The methodology also provides us with guidance in the identification
of metrics, KPIs and dashboard reporting techniques for a particular client.
Some people believe that, once the deliverables are provided to the cli-
ent and project closure takes place, the project is completed. This is not the
case. More companies today are adding, at the end of the life cycle phases of
the methodology, another life cycle phase. entitled “Customer Satisfaction
Management.” The purpose of this phase is to meet with the client and the
stakeholders and discuss what was learned on the project regarding best
practices, lessons learned, metrics, and KPIs. The intent is to see what can
be done better for that client on future projects. Today, companies maintain
metric and KPI libraries the same way that they maintain libraries for best
practices and lessons learned.
1.5 THE NEED FOR EFFECTIVE GOVERNANCE
The problems described previously can be resolved by using effective project
governance. Project governance is actually a framework by which decisions
are made. Governance relates to decisions that define expectations, account-
ability, responsibility, the granting of power, or the verifying of performance.
Governance relates to consistent management, cohesive policies, processes,
and decision-making rights for a given area of responsibility. Governance
enables efficient and effective decision making to take place.
Every project can have different governance, even if each project uses
the same enterprise project management methodology. The governance
function can operate as a separate process or as part of project manage-
ment leadership. Governance is not designed to replace project decision
making but to prevent undesirable decisions from being made. Effective
governance must be supported by a good project management information
system (PMIS). The PMIS must have agreed upon metrics and key perfor-
mance indicators such that informed decision-making is possible rather
than seat-of-the-pants decision-making.
SITUATION: At the onset of a project, the governance committee agreed
to make certain decisions to assist the project manager. Unfortunately,
metrics were not established to support the governance committee.
The result was a schedule slippage and a cost overrun due to delayed
decision-making.
Historically, governance was provided by the project sponsor. Today,
governance is provided by a committee. The membership of the com-
mittee can change from project to project and industry to industry. The
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membership may also vary according to the number of stakeholders and
whether the project is for an internal or external client.
1.6 ENGAGEMENT PROJECT MANAGEMENT
With project management viewed as a strategic competency today, it is
natural for companies that wish to compete in a global marketplace to be
strong believers in “engagement project management” or “engagement sell-
ing.” Years ago, the sales force would sell a product or services to a client
and then move on to find another client. Today, the emphasis is on staying
with the clients and looking for additional work from the same clients.
In a marital context, an engagement can be viewed as the beginning of a
lifelong partnership. The same holds true with engagement project manage-
ment. Companies like IBM and Hewlett-Packard no longer view themselves as
selling products or services. Instead, they see themselves as business solution
providers for their clients, and you cannot remain in business as a business
solution provider without having superior project management capability.
As part of engagement project management, you must convince the cli-
ent that you have the project management capability to provide solutions
to their business needs on a repetitive basis. In exchange for this, you want
the client to treat you as a strategic partner rather than as just another con-
tractor. This is shown in Figure 1-2.
Previously, we stated that those companies that wish to compete in
a global environment must have superior project management capability.
This capability must appear in the contractor’s response to a request for
proposal issued by the client. Clients today are demanding the following
in their proposal:
◾ Show us the number of PMP®
s in your company and identify which PMP®
will manage this contract if you are the winner through competitive bidding.
◾ Show us that you have an enterprise project management methodology
or framework, and that it has a history of providing repeated successes.
Figure 1-2 “Engagement” Project Management
Customer’s
Expectations
Contractor’s
Expectations
Business
Solutions
Long-Term
Strategic
Partnerships
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21
1.6 ENGAGEMENT PROJECT MANAGEMENT
◾ Show us that you are willing to customize the framework or methodol-
ogy to fit the client’s environment.
◾ Show us the maturity level of project management in your company and
identify which project management maturity model you used to perform
the assessment.
◾ Show us that you have a best practices library for project management
and your willingness to share this knowledge with us, as well as the best
practices you discover on our project.
Decades ago, the sales force (and marketing) had very little knowledge
about project management. The role of the sales force was to win contracts,
regardless of the concessions that had to be made. The project manager
then “inherited” a project with an underfunded budget and an impossible
schedule. Today, sales and marketing must understand project manage-
ment and be able to sell it to the client as part of engagement selling. The
sales force must sell the company’s project management methodology or
framework and the accompanying best practices. Sales and marketing are
now involved in project management.
Engagement project management benefits both the buyer and the
seller, as shown in Table 1-5.
The benefits of engagement project management are clear:
◾ Both the buyer and the seller save on significant procurement costs by
dealing with single-source or sole-source contracts without having to go
through a formalized bidding process for each project.
◾ Because of the potential long-term strategic partnership, the seller is
interested in the lifetime value of the business solution rather than just
the value at the end of the project.
◾ You can provide lifelong support to your client as they try to develop
value-driven relationships with their clients.
◾ The buyer will get access to many of the project management tools used
by the seller. The corollary is also true.
TABLE 1-5 Before and after Engagement Project Management
BEFORE ENGAGEMENT PROJECT MANAGEMENT AFTER ENGAGEMENT PROJECT MANAGEMENT
Continuous competitive bidding Sole-source or single-source contracting (fewer suppliers
to deal with)
Focus on the near-term value of the deliverable Focus on the lifetime value of the deliverable
Contractor provides minimal lifetime support for clients
with their customers
Contractor provides lifetime support for customer value
analyses (CVA) and customer value measurement (CVM)
Utilize one inflexible system Access to contractor’s many systems
Limited metrics Use of the contractor’s metrics library
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1.7 OTHER DEVELOPMENTS IN PROJECT MANAGEMENT
For companies to be successful at managing complex projects on a repetitive
basis and function as a solution provider, the project management method-
ology and accompanying tools must be fluid or adaptive. This means that
you may need to develop a different project management approach when
interfacing with each stakeholder, given the fact that each stakeholder may
have different requirements and expectations, and the fact that most com-
plex projects have long time spans. Figure 1-3 illustrates some of the new
developments in project management. This applies to both traditional and
nontraditional projects.
The five items in the figure fit together when done properly.
◾ New Success Criteria: At the initiation of the project, the project manager
will meet with the client and the stakeholders to come to stakeholder
agreements on what constitutes success on the project. Initially, many of
the stakeholders may have their own definition of success, but the project
manager must forge an agreement, if possible.
◾ Key Performance Indicators: Once the success criteria are agreed upon,
the project manager and the project team will work with the stakeholders
to define the metrics and key performance indicators that each stake-
holder wishes to track. It is possible that each stakeholder will have
different KPI requirements.
Figure 1-3 New Developments in Project Management
New Success Criteria
Governance
Measurement
Key Performance
Indicators
Dashboard
Design
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23
1.8 A NEW LOOK AT DEFINING PROJECT SUCCESS
◾ Dashboard Design: Once the KPIs are identified, the project manager,
along with the appropriate project team members, will design a dash-
board for each stakeholder. Some of the KPIs in the dashboards will
be updated periodically, whereas others may be updated on a real-time
basis.
◾ Measurement: Updating the dashboards and the KPIs requires measure-
ment. This is the hardest part because not all team members or strategic
partners may have the capability or skills to measure all of the KPIs.
◾ Governance: Once the measurements are made, critical decisions may
have to be supervised by the governance board. The governance board
can include key stakeholders, as well as stakeholders who are functioning
just as observers.
The ultimate purpose of project management is to create a continuous
stream of project successes. This can happen provided that you have a good
definition of “success” on each project.
SITUATION: Many years ago, as a young project manager, I asked a vice
president in my company, “What is the definition of success on my proj-
ect?” He responded, “The only definition in this company is meeting the
target profit margin in the contract.” I then asked him, “Does our cus-
tomer have the same definition of success?” That ended our conversation.
For years, customers and contractors were each working toward differ-
ent definitions for success. The contractor focused on profits as the only
success factor, whereas the customer was more concerned with the quality
of the deliverables. As project management evolved, all of that was about
to change.
Success Is Measured by the Triple Constraints
The triple constraints can be defined as a triangle with the three sides rep-
resenting time, cost, and performance (which may include quality, scope,
and technical performance). This was the basis for defining success during
the birth of project management. This definition was provided by the cus-
tomer, where cost was intended to mean within the contracted cost. The
contractor’s interpretation of cost was profit.
Customer Satisfaction Must Be Considered As Well
Managing a project within the triple constraints is always a good idea, but
the customer must be satisfied with the end result. A contractor can com-
plete a project within the triple constraints and still find that the customer is
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unhappy with the end result. So, we have now placed a circle around the triple
constraints, entitled “customer satisfaction.” The president of an aerospace
company stated, “The only definition of success in our business is customer
satisfaction.” That brought the customer and the contractor a little closer
together. Aerospace and defense contractors were incurring large cost overruns,
and it was almost impossible to define success according to the triple con-
straints. Numerous scope changes were initiated by both the customer and the
contractor. Because the scope changes were numerous, the only two metrics
used on projects were related to time and cost. Success, however, was mea-
sured by follow-on business, which was an output of customer satisfaction.
Other (or Secondary) Factors Must Be Considered As Well
SITUATION: Several years ago, I met a contractor that had underbid a job
for a client by almost 40 percent. When I asked them why they were will-
ing to lose money on the contract, they responded, “Our definition of
success on this project is being able to use the client’s name as a reference
in our sales brochures.”
There can be secondary success factors that, based upon the project, are
more important than the primary factors. These secondary factors include
using the customer’s name as a reference, corporate reputation and image,
compliance with government regulations, strategic alignment, technical
superiority, ethical conduct, and other such factors. The secondary factors
may now end up being more important than the primary factors of the
triple constraints.
Success Must Include a Business Component
By the turn of the century, companies were establishing project manage-
ment offices (PMOs). One of the primary activities for the PMO was to
make sure that each project was aligned to strategic business objectives.
The definition of success, thus, included a business component as well as a
technical component. As an example, consider the following components
included in the definition of success provided by a spokesperson from
Orange Switzerland:8
The delivery of the product within the scope of time, cost, and quality
characteristics
The successful management of changes during the project life cycle
The management of the project team
The success of the product against criteria and target during the project
initiation phase (e.g., adoption rates, ROI, ...)
8. Kerzner, H., Project Management Best Practices; Achieving Global Excellence, Hoboken, NJ:
John Wiley & Sons Publishers, 2006, pp.22-23.
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25
As another example, consider the following provided by Colin Spence,
project manager/partner at Convergent Computing (CCO):9
General guidelines for a successful project are as follows:
Meeting the technology and business goals of the client on time, on budget
and on scope
Setting the resource or team up for success, so that all participants have
the best chance to succeed and have positive experiences in the process
Exceeding the client’s expectations in terms of abilities, teamwork, and
professionalism and generating the highest level of customer satisfaction.
Winning additional business from the client, and being able to use them
as a reference account and/or agree to a case study.
Creating or fine-tuning processes, documentation, and deliverables that
can be shared with the organization and leveraged in other engagements.
Ourdefinitionoftheroleoftheprojectmanageralsochanged.Projectman-
agers were managing part of a business rather than merely a project, and they
were expected to make sound business decisions as well as project decisions.
There must be a business purpose for each project. Each project is expected
to make a contribution of business value to the company when the project is
completed.
Prioritization of Success Constraints May Be Necessary
Not all project constraints are equal. The prioritization of constraints is
performed on a project-by-project basis. Sponsors’ involvement in this deci-
sion is essential. Secondary factors are also considered to be constraints and
may be more important than the primary constraints. For example, years
ago, at Disneyland and Disney World, the project managers designing and
building the attractions at the theme parks had six constraints:
◾ Time
◾ Cost
◾ Scope
◾ Safety
◾ Aesthetic value
◾ Quality
At Disney, the last three constraints, those of safety, aesthetic value, and
quality, were considered locked in constraints that could not be altered dur-
ing tradeoffs. All tradeoffs were made on time, cost, and scope.
The importance of the components of success can change over the life of
the project. For example, in the initiation phase of a project, scope may be the
9. Ibid. p.23.
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critical factor for success, and all tradeoffs are made on the basis of time and
cost. During the execution phase of the project, time and cost may become
more important, and then tradeoffs will be made on the basis of scope.
SITUATION: The importance of the components of success at a point in
time can also determine how decisions are made. As an example, a
project sponsor asked a project manager when the project’s baseline
schedules will be prepared. The project manager responded, “As soon as
you tell me what is most important to you, time, cost, or risk, I’ll prepare
the schedules. I can create a schedule based upon least time, least cost, or
least risk. I can give you only one of those three in the preparation of the
schedule.” The project sponsor was somewhat irate because he wanted
all three. The project manager knew better, however, and held his ground.
He told the sponsor that he would prepare one and only one schedule,
not three schedules. The project sponsor finally said, rather reluctantly,
“Lay out the schedule based upon least time.”
Previously we stated that the definition of project success has a business
component. That’s true for both the customer and contractor’s definition of
success. Also, each project can have a different definition of success. There
must be upfront agreement between the customer and the contractor at proj-
ect initiation or even at the first meeting between them on what constitutes
success at the end of or during the project. In other
words, there must be a common agreement on the
definition of success, especially the business rea-
son for working on the project.
The Definition of Success Must Include a
“Value” Component
We stated previously that there must be a business purpose for work-
ing on a project. Now, however, we understand that, for real success to
occur, there must be value achieved at the completion of the project.
Completing a project within the constraints of time and cost does not
guarantee that business value will be there at the end of the project. In
the words of Warren Buffett, one of the world’s most successful investors
and chairman and CEO of Berkshire Hathaway,“Price is what you pay.
Value is what you get.”
One of the reasons why it has taken us so long to include a value com-
ponent in the definition of success is that it is only in the last several years
we have been able to develop models for measuring the metrics to deter-
mine the value on a project. These same models are now being used by
PMOs in selecting a project portfolio that maximizes the value the company
TIP The definition of success must be agreed
upon between the customer and the contractor.
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27
will receive. Also, as part of performance reporting, we are now reporting
metrics on time at completion, cost at completion, value at completion,
and time to achieve value.
Determining the value component of success at the completion of the
project can be difficult, especially if the true value of the project cannot
be determined until well after the project is completed. We may have to
establish some criteria on how long we are willing to wait to assess the
true value.
Multiple Components for Success
Today, we have come to the realization that there are multiple constraints
on a project. We are now working on more complex projects, where the
traditional triple constraints success factors are constantly changing. For
example, in Figure 1-4, for traditional projects, time, cost, and scope may
be a higher priority than the constraints within the triangle. However, for
more complex projects, this is reversed.
The fourth edition of the PMBOK®
Guide no longer uses the term “tri-
ple constraints.” Because there can be more than three constraints, we are
now using the term “competing constraints,” where the exact number of
success constraints and their relative importance can change from project
to project. What is important is that metrics must be established for each
constraint on a project. However, not all of the metrics on the constraints
will be treated as key performance indicators.
Figure 1-4 From Triple to Competing Constraints
Scope
Image/
Reputation
Risk
Quality Value
Image/Reputation
Scope
Risk
Cost Time
Traditional Projects
(The Triple Constraints)
Complex Projects
(Competing Constraints)
T
i
m
e
C
o
s
t
V
a
l
u
e
Q
u
a
l
i
t
y
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The Future
So, what does the future look like? The following list is representative of
some of the changes that are now taking place:
◾ The project manager will meet with the client at the very beginning of the
project and they will come to an agreement on what constitutes project
success.
◾ The project manager will meet with other project stakeholders and get
their definition of success. There can and will be multiple definitions of
success for each project.
◾ The project manager, the client, and the stakeholders will come to an
agreement on what metrics they wish to track to verify that success will
be achieved. Some metrics will be treated as key performance indicators.
◾ The project manager, assisted by the PMO, will prepare dashboards for
each stakeholder. The dashboards will track each of the requested success
metrics in real time, rather than relying on periodic reporting.
◾ At project completion, the PMO will maintain a library of project success
metrics that can be used on future projects.
In the future, we can expect the PMO to become the guardian of all
project management intellectual property. The PMO will create templates to
assist project manages in defining success and establishing success metrics.
1.9 CONCLUSIONS
The future of project management may very well rest in the hands of the
solution providers. These providers will custom-design project manage-
ment frameworks and methodologies for each client and possibly for each
stakeholder. They must be able to develop metrics that go well beyond the
current PMBOK®
Guide and demonstrate a willingness to make business
decisions as well as project decisions. The future of project management
looks quite good, but it will be a challenge.
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29
CHAPTER
OVERVIEW
CHAPTER
OBJECTIVES
KEY WORDS
Today, more than ever before, we are struggling with a great percentage
of projects that are becoming distressed and possibly failing. Techniques
such as project audits and health checks are encouraging the use of a more
formalized metrics management system. Effective project decisions cannot
be made without meaningful metrics. Stakeholder relations management
thrives on meaningful metrics.
◾ To understand the importance of metrics in dealing with stakeholders
◾ To understand the importance of metrics when conducting project audits
◾ To understand the importance of metrics when performing health checks
◾ To understand the metrics can and will change when trying to recover a
distressed project
◾ Boundaries
◾ Distressed projects
◾ Project audits
◾ Project health checks
◾ Scope creep
◾ Stakeholder relations management
2 THE DRIVING FORCES
FOR BETTER METRICS
2.0 INTRODUCTION
Companies do not simply add more metrics or key performance indicators
by choice. Usually, there are driving forces that make it evident that such
changes are needed. Complacency works when things are going well or as
planned. When we start accepting more complex projects, however, as was
discussed in Chapter 1, things have a tendency to go poorly.
By performing audits and health checks, we can certainly prevent a
project from becoming distressed, provided that the cause of the problem
was detected early enough. Unfortunately, the existing metrics that we use
might not act as an early warning system. By the time we establish new
metrics for analysis of a potentially failing project, the damage may have
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30 THE DRIVING FORCES FOR BETTER METRICS
been done and recovery may no longer be possible. The final result can be
devastating if stakeholder relations management fails and future business
is not forthcoming. All of this may be attributed to improper identification,
selection, implementation, and measurement of the right metrics and key
performance indicators.
2.1 STAKEHOLDER RELATIONS MANAGEMENT1
Stakeholders are, in one way or another, individuals, companies, or
organizations that may be affected by the outcome of the project
or the way in which the project is managed. Stakeholders may be
either directly or indirectly involved throughout the project, or may
function simply as observers. A stakeholder can shift from a passive
role to being an active member of the team and participate in making
critical decisions.
SITUATION: In order to impress the stakeholders, you agree to establish a
multitude of metrics. Once the project begins and the stakeholders begin
examining the measurements of the metrics, you realize that some of the
stakeholders are now actively involved in the project to the point where
they are trying to micromanage you.
SITUATION: As the project progresses, several of the stakeholders begin
asking for additional metrics that were not part of the original plan. Your
project management methodology does not provide data for these met-
rics, and the cost of changing the methodology at this point is prohibitive.
On small or traditional projects, project
managers generally interface with just the project
sponsor as the primary stakeholder, and the spon-
sor usually is assigned from the organization that
funds the project. This is true for both internal and
external projects. However, the larger the project,
the greater the number of stakeholders you must
interface with. The situation becomes even more
potentially problematic if you have a large num-
ber of stakeholders, geographically dispersed,
all at different levels of management in their
respective hierarchy, each with a different level of
authority, and language and cultural differences.
Trying to interface with all of these people on a
1. Adapted from Harold Kerzner and Carl Belack, Managing Complex Projects, John Wiley &
Sons and IIL Co-publishers, 2010, Chapter 10.
TIP Because of the potentially large number of
stakeholders, do not attempt to establish metrics
that can satisfy all of the stakeholders all of the time.
TIP Passive stakeholders can become active
stakeholders when the situation merits it. The
project manager must consider metrics for passive
stakeholders as well, but perhaps not the same
number of metrics that would be provided for the
active stakeholders.
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31
2.1 STAKEHOLDER RELATIONS MANAGEMENT
regular basis and make decisions, especially on a
large, complex project is very time-consuming.
One of the complexities of stakeholder rela-
tions management is figuring out how to do all
of this without sacrificing your company’s long-
term mission or vision. Also, your company may
have long-term objectives in mind for this project, and those objectives
may not necessarily be aligned to the project’s objectives or each stake-
holder’s objectives. Lining up all of the stakeholders in a row and getting
them to uniformly agree to all decisions is more wishful thinking than real-
ity. You may discover that it is impossible to get all of the stakeholders to
agree, and you must simply hope to placate as many as possible at a given
point of time.
Stakeholder relations management cannot work effectively without
commitments from all of the stakeholders. Obtaining these commitments
can be difficult if the stakeholders cannot see what’s in it for them at the
completion of the project, namely the value that they expect or other
personal interest. The problem is that what one stakeholder perceives as
value, another stakeholder may have a completely different perception or
a desire for a different form of value. For example, one stakeholder could
view the project as a symbol of prestige. Another stakeholder could perceive
the value as simply keeping his/her people employed. A third stakeholder
could see value in the final deliverables of the project and the inherent
quality in it. A fourth stakeholder could see the project as an opportunity
for future work with particular partners.
Another form of agreement involves developing a consensus on how
stakeholders will interact with each other. It may be necessary for certain
stakeholders to interact with each other and support one another with
regard to sharing resources, providing financial support in a timely man-
ner, and sharing intellectual property. While all stakeholders recognize the
necessity for these agreements, they can be affected by politics, economic
conditions, and other enterprise environmental
factors that may be beyond the control of the
project manager. Certain countries may not be
willing to work with other countries because of
culture, religion, views on human rights, and
other such factors.
For the project manager, obtaining these
agreements right at the beginning of the project
is essential. Some project managers are fortu-
nate to be able to do this while others are not.
Leadership changes in certain governments may
make it difficult to enforce these agreements on
complex projects.
TIP Not all of the stakeholders will be in agree-
ment on the interpretation of the metrics and
have the same conclusions on what action, if any,
is necessary.
TIP Metrics systems, no matter how good, may
not generate interaction between stakeholders.
Metrics are not a replacement for effective project
management communications.
TIP Changes in stakeholders may cause the
creation of new metrics regardless how far the project
has progressed.
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It is important for the project manager to fully understand the issues
and challenges facing each of the stakeholders, especially their information
needs. Although it may seem unrealistic, some stakeholders can have dif-
ferent views on the time requirements of the project. In some developing
nations, the construction of a new hospital in a highly populated area may
drive the commitment for the project even though the project could be late
by a year or longer. People just want to know that the hospital will eventu-
ally be built.
In some cultures, workers cannot be fired. Because they believe they
have job security, it may be impossible to get them to work faster or better.
In some countries, there may be as many as 50 paid holidays for the work-
ers, and this can have an impact on the project manager’s schedule.
Not all workers in each country have the same skill level even though
they have the same title. For example, a senior engineer in an emerging
nation may have the same skills as a lower-grade engineer in another coun-
try. In some locations where there may exist a shortage of labor, workers are
assigned to tasks based upon availability rather
than capability. Having sufficient headcount is
not a guarantee that the work will get done in a
timely manner and that the level of quality will
be there.
In some countries, power and authority, as
well as belonging to the right political party, are symbols of prestige. People
in these positions may not view the project manager as their equal and may
direct all of their communications to the project sponsor. In this case, it is
possible that salary is less important than relative power and authority.
It is important to realize that not all of the stakeholders may want the proj-
ect to be successful. This will happen if stakeholders believe that, at the
completion of the project, they may lose power, authority, hierarchical posi-
tions in their company, or in a worse case, even lose their job. Sometimes
these stakeholders will either remain silent or even be supporters of the
project until the end date approaches. If the project is regarded as unsuc-
cessful, these stakeholders may respond by saying “I told you so.” If it
appears that the project may be a success, these stakeholders may suddenly
be transformed from supporters or the silent majority to adversaries, and
encourage failure.
It is very difficult to identify stakeholders with hidden agendas. These
people can hide their true feelings and be reluctant to share information.
There are often no tell-tale or early warnings signs that indicate their true
belief in the project. However, if the stakeholders are reluctant to approve
scope changes, provide additional investment, or assign highly qualified
resources, this could be an indication that they may have lost confidence
in the project.
TIP The project manager may find it necessary
to establish country-specific metrics for the project
manager’s personal use.
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33
Not all stakeholders understand project management. Not all stake-
holders understand the role of a project sponsor. Not all stakeholders
understand how to interface with a project or the project manager, even
though they may readily accept and support the project and its mission.
Simply stated, the majority of the stakeholders are never trained in how to
properly function as a stakeholder. Unfortunately, this cannot be detected
early on but may become apparent as the project progresses.
Some stakeholders may be under the impression that they are merely
observers and need not participate in decision making or authorization of
scope changes. For some stakeholders, who desire to be just observers, this
could be a rude awakening. Some will accept the new role, whereas others
will not. Those who do not accept the new role usually are fearful that par-
ticipating in a decision that turns out to be wrong can be the end of their
political career.
Some stakeholders view their role as that
of micromanagers, often usurping the author-
ity of the project manager by making decisions
that they may not necessarily be authorized
to make, at least not alone. Stakeholders who
attempt to micromanage can do significantly more harm to the project
than stakeholders who remain observers.
It may be a good idea for the project manager to prepare a list of
expectations that he/she has of the stakeholders. This is essential even
though the stakeholders visibly support the existence of the project. Role
clarification for stakeholders should be accomplished early on the same
way that the project manager provides role clarification for the team
members at the initial kickoff meeting for the project.
The present view of stakeholder management in Table 2-1 results from
the implementation of “engagement project management” practices. In the
TIP Providing too many metrics and key perfor-
mance indicators may be an invitation for stake-
holders to micromanage the project.
TABLE 2-1 Changing Views in Stakeholder Relations Management
PAST VIEW PRESENT VIEW
Manage existing relationships Build relationships for the future; that is, engagement
project management
Align the project to short term business goals Align the project to long-term strategic business goals
Provide ethical leadership when suites Provide ethical leadership throughout the project
The project is aligned to the profits The project is aligned the stakeholders’ expectation of
value
Identify profitable scope changes Identify value-added scope changes
Provide the stakeholders with the least number
of metrics and KPIs
Provide the stakeholders with sufficient metrics and KPIs
such that they can make informed decisions
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past, whenever a sale was made to the client, the salesperson would then
move on to find a new client. Salespeople viewed themselves as providers
of products and/or services.
Today, salespeople view themselves as the providers of business solu-
tions. In other words, salespeople now tell the client, “we can provide you
with a solution to all of your business needs and what we want in exchange
is to be treated as a strategic business partner.” This benefits both the buyer
and seller, as discussed previously.
Therefore, as a solution provider, the project manager focuses heav-
ily on the future and establishing a long-term partnership agreement with
the client and the stakeholders. This focus is heavily oriented toward value
rather than near-term profitability.
On the micro-level, we can define stakeholder relations management
using the six processes shown in Figure 2-1.
◾ Identify the stakeholders: This step may require support from the proj-
ect sponsor, sales, and the executive management team. Even then, there
is no guarantee that all of the stakeholders will be identified.
◾ Stakeholder analysis: This requires an understanding of which stake-
holders are key stakeholders, those who have influence, the ability and
authority to make decisions, and can make or break the project. This also
includes developing stakeholder relations management strategies, based
upon the results of the analysis.
Figure 2-1 Stakeholder Relations Management
Identify the
stakeholders
Abide by
agreements
Stakeholder
debriefing
Stakeholder
analysis
Perform
stakeholder
engagement
Stakeholder
information
flow
Stakeholder
Relations
Management
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35
◾ Perform stakeholder engagements: During this step, the project man-
ager and the project team get to know the stakeholders.
◾ Stakeholder information flow: This step is the identification of the
information flow network and the preparation of the necessary reports
for each stakeholder.
◾ Abide by agreements: This step enforces stakeholder agreements made
during the initiation and planning stages of the project.
◾ Stakeholder debriefings: This step occurs after contract or life cycle
phase closure and is used to capture lessons learned and best practices
for improvements on the next project involving these stakeholders or the
next life cycle phase.
Stakeholder management begins with stakeholder identification.
This is easier said than done, especially if the project is multinational.
Stakeholders can exist at any level of management. Corporate stakeholders
are often easier to identify than political or government stakeholders.
Each stakeholder is an essential piece of the project puzzle. Stakeholders
must work together and usually interact with the project through the gov-
ernance process. Therefore, it is essential to know which stakeholders will
participate in governance and which will not.
As part of stakeholder identification, the project manager must know
whether he/she has the authority or perceived status to interface with the
stakeholders. Some stakeholders perceive themselves as higher stature than
the project manager and, in this case, the project sponsor may be the per-
son to maintain interactions.
There are several ways in which stakeholders can be identified. More
than one way can be used on projects.
◾ Groups: This could include financial institutions, creditors, regulatory
agencies, and the like.
◾ Individuals: These could be identified by name or title, such as the CIO,
COO, CEO or just the name of the contact person in the stakeholder’s
organization.
◾ Contribution: This could include financial contributor, resource con-
tributor, or technology contributor.
◾ Other factors: This could include the authority to make decisions or
other such factors.
It is important to understand that not all stakeholders have the same
expectations of a project. Some stakeholders may want the project to suc-
ceed at any cost, whereas other stakeholders may prefer to see the project
fail even though they openly seem to support it. Some stakeholders view
success as the completion of the project regardless of the cost overruns,
whereas others may define success in financial terms only. Some stakehold-
ers are heavily oriented toward the value they expect to see in the project,
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and this is the only definition of success for them. The true value may not
be seen until months after the project has been completed. Some stake-
holders may view the project as their opportunity for public notice and
increased stature and, therefore, want to be actively involved. Others may
prefer a more passive involvement.
On large, complex projects with a multitude of stakeholders, it may be
impossible for the project manager to properly cater to all of the stakehold-
ers. Therefore, the project manager must know who the most influential
stakeholders are and who can provide the greatest support on the project.
Typical questions to ask include:
◾ Who are powerful and who are not?
◾ Who will have or require direct, or indirect, involvement?
◾ Who has the power to kill the project?
◾ What is the urgency of the deliverables?
◾ Who may require more or less information than others?
Not all stakeholders are equal in influence, power, or the authority to
make decisions in a timely manner. It is imperative for the project manager
to know who sits on the top of the list as having these capabilities.
Finally, it is important to remember that stakeholders can change over
the life of a project, especially if it is a long-term project. Also, the impor-
tance of certain stakeholders can change over the life of a project and in
each life cycle phase. The stakeholder list is, therefore, an organic document
subject to change.
Stakeholder mapping is most frequently displayed on a grid, comparing
stakeholders’ power and their level of interest. This is shown in Figure 2-2.
The four cells can be defined as:
◾ Manage closely: These are high-powered, interested people who can
make or break your project. You must put forth the greatest effort to sat-
isfy them. Be aware that there are factors that can cause them to change
quadrants rapidly.
◾ Keep satisfied: These are high-powered, less interested people who can
also make or break your project. You must put forth some effort to satisfy
them but not with excessive detail that can lead to boredom and total dis-
interest. They may not get involved until the end of the project approaches.
◾ Keep informed: These are people with limited power but keen interest in the
project. They can function as an early warning system of approaching prob-
lems and may be technically astute and able to assist with some technical
issues. These are the stakeholders who often provide hidden opportunities.
◾ Monitor only: These are people with limited power and may not be
interested in the project unless a disaster occurs. Provide them with some
information but not with too much detail so that they will become dis-
interested or bored.
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Other documents randomly have
different content

The Project Gutenberg eBook of Nurse
Elisia

This ebook is for the use of anyone anywhere in the United States
and most other parts of the world at no cost and with almost no
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ebook or online at www.gutenberg.org. If you are not located in the
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you are located before using this eBook.
Title: Nurse Elisia
Author: George Manville Fenn
Release date: September 5, 2012 [eBook #40675]
Most recently updated: October 23, 2024
Language: English
Credits: Produced by Nick Hodson of London, England
*** START OF THE PROJECT GUTENBERG EBOOK NURSE ELISIA
***

Chapter One.
The Elthornes.
Crick!
“There: just as I expected. The old story. Hard and
indigestible as lead.”
“I’m very sorry papa, dear.”
“Sorry! What’s the good of being sorry? You know how I
suffer from indigestion, and yet you persist in giving me
eggs like that for my breakfast.”
Mr Ralph Elthorne, of Hightoft, in the county of Lincolnshire,
threw down the knife with which he had given a savage
chop at the side of an egg, as if to cut off the top at a blow,
pushed away his plate so that the silver egg-cup fell over
sidewise, finishing the breaking of the egg, and letting a
thick stream of rich yellow yolk begin to flow, while the
irritable gentleman made a snatch at the toast-rack, and
uttered an angry ejaculation.
“Will you take tea or coffee, papa, dear?” said the sweet,
rather delicate looking girl seated at the head of the table;
but there was no reply, and after exchanging glances with
the lady, a good-looking, sun-tanned young fellow on her
right said:
“Let me send you some of this, father,” and he “made an
offer” at the hot water dish before him with a glistening
spoon.
“Eh? What is it, Al?”

“Kidneys, sir.”
“Bah! No, I’ve got leather enough here. Look at this. Does
that idiotic woman in the kitchen call this dry toast? Look at
it. Only fit to make soles for shooting boots.”
“Rather caky,” said the young man, with his mouth full. “Not
bad kidneys; nice and hot.”
“Well, Isabel, how long am I to wait for that cup of coffee?
No, I’ll take tea.”
The girl, who had poured out two cupfuls tentatively,
started up from her chair, and took the cup of tea round to
the other end of the table, placed it beside the rather fierce
looking elderly man, bent down and kissed his forehead,
and hurried back to her place.
“We never did have but one servant who could make the
toast properly,” continued the head of the family. “How is
she, Isabel? When is she coming back?”
“Very soon, I hope, papa. Neil mentions Maria in his letter
this morning.”
“Eh? Neil written to you?”
“Yes, papa.”
“Humph!” ejaculated Mr Elthorne, making a dig at a pat of
butter as it floated in water in the cooler, splashing some of
the water over the cloth, and harpooning the said pat so
insecurely that it dropped off his knife before it reached his
plate. “I think it would be more creditable to Neil if he wrote
a little more often to his father.”

Alison Elthorne exchanged glances with his sister, and his
lips moved as if he were speaking words which Isabel
interpreted to mean, “Got out of bed wrong way.”
The breakfast went on. Mr Elthorne placed a pair of spring
folding glasses on his well-cut aquiline nose, and took up
and frowned at a letter. “When’s Neil coming down?”
“He did not say, papa. He writes that poor Maria causes him
a great deal of anxiety.”
“Poor Maria? I think she ought to be very glad and grateful.
It is wonderful what is done for the poor in this country.
Here is this girl, taken up to London free of expense, placed
in a magnificent institution, and receives the attention of
such an eminent man as—hah, not a bad cup of tea,”—a
long breath drawn after a hearty draught—“as Sir Denton
Hayle, without counting that of Neil. Is your aunt coming
down to breakfast, or is she not?”
“She will be down soon, papa. She—she rather overslept
herself.”
“Rubbish! Idleness! Pure idleness! She knows how I hate to
see an empty chair at the table. Professes to keep house,
and is never in her place at proper time. Keep house,
indeed! Eggs like leaden bullets; toasts and kidneys like
leather; tea half cold and not fit to drink; and—”
“Now, papa, dear, you said just now that it was not a bad
cup of tea.”
“Eh? Did I? Humph—a lapsus linguae,” said Mr Elthorne with
a grim smile, for his breakfast was softening down his
asperities. “Alison, ring that bell.”

The young man rose slowly and straddled to the fireplace
after the fashion of men who are a good deal in the saddle,
rang, and came back to the table.
“Been in the stables this morning, Al?”
“Yes.”
“How did The Don look?”
“Oh, right enough, but I don’t like him any better, sir.”
“Prejudice, Al, prejudice. Because I let someone else choose
him instead of you. Wants an older man to judge a horse.”
“Dare say it does, sir. But I would not have given a hundred
pounds for The Don—nor yet thirty,” added the young man
sotto voce.
“Bah! Prejudice, boy. Sound wind and limb; well bred.”
“Granted, sir. He is all that you say, but he has a temper.
You wanted a quieter animal—a nice weight-bearing, steady
cob.”
“Indeed!” said Mr Elthorne, sarcastically, “or a donkey. I’m
growing so old and feeble.”
“You rang, sir,” said the quiet, staid looking butler.
“Yes; send one of the maids up to ask Mrs Barnett—humph!
Never mind.”
The butler held open the door for a rather stout, florid
looking, middle-aged lady to enter, which she did in a
hurried, bustling way, pressing her pince-nez on to her
nose.

“Good-morning!” she exclaimed. “I am so sorry, Ralph. I
hope I have not kept you waiting.”
“Oh, dear, no,” began Mr Elthorne. “Oh, hang it all, Anne, do
mind,” he continued, as there was a click caused by the
encountering of two pairs of spectacles, as the lady kissed
him, and then bustled on to salute Alison with a similar kiss
to that bestowed upon his father.
“Morning, my dear. Good-morning once more, Isabel, my
dear.”
“And how are you now you have come?” said Mr Elthorne
gruffly.
“Oh, not at all well, Ralph, dear,” sighed the lady, as she
settled herself in her chair and spread her snowy napkin
across her knees. “What have you there, Alison, dear? Yes,
I’ll take one. Coffee, please, Isabel dear. It’s very chilly this
morning.”
“Very,” said Mr Elthorne sarcastically. “You should have a
fire in your bedroom.”
“Well, really, Ralph, I think I will. It is so cold getting up.”
She sneezed sharply. There was a faint click, and a tiny
splash in her cup.
“Oh, dear me, look at that!” cried the lady. “Isabel, my dear,
will you pass me the sugar tongs. Thanks.”
Alison burst into a fit of laughter as his aunt began solemnly
to fish in her coffee cup for her pince-nez.
“You shouldn’t laugh, my dear.”

“Enough to make a donkey laugh,” said Mr Elthorne grimly.
“Did you mean that term for me, sir?” said Alison sharply.
“No, Al, no,” said his father coolly. “If it had been meant for
you I should have called you an ass.”
“Thank you,” said the young man.
“Quite welcome, Al. You are one sometimes.” Alison
frowned, but his annoyance passed off as he saw success
attend his aunt’s diving apparatus, for she made a
successful plunge, brought out the dripping glasses, and
began placidly to wipe them upon her napkin.
“The springs of these glasses do get so terribly weak,” she
said, and then paused to raise her head, throw it back, and
gaze plaintively up at a corner of the ceiling.
“Er—er—er—er—”
“What’s the matter, Auntie?” said Alison mockingly.
“Tchischew!—er—tischew!” she sneezed. “Oh, dear me,
what a cold I have caught!”
“Be careful, then, not to put on damp spectacles, or you
may make it worse,” said Mr Elthorne, smiling.
“You don’t think so, do you, Ralph?”
“No, Auntie; papa’s making fun of you.”
“You shouldn’t, Ralph; it really is too bad, and before the
children, too. But I’m afraid I’m going to have a very bad
cold. I wish Neil would make haste and come down.”
“What for?” said Mr Elthorne.

“He seems to understand my constitution better than
anyone I have ever been to.”
“Bah!” ejaculated her brother. “He is only an apprentice to
his trade. Mark my words: he’ll poison you one of these
days by making experiments upon you.”
“Really, my dear, you shouldn’t. I’m sure Neil has too much
respect for his aunt to be so wicked,” said the lady, going on
with her breakfast very composedly. “I hope he will soon
cure Maria, though, and send her back. I do miss her sadly.”
“Humph!” grumbled Mr Elthorne; “that’s why you were so
late, I suppose.”
“No, Ralph. Alison, my dear, give me a bit of that toast that
is soaked in gravy; thank you, my dear. I do not say that; I
know I am late this morning, but I do miss her very much.
But I thought you people were going out riding.”
“So we are,” said Alison.
Aunt Anne turned to her niece.
“Oh, I can soon put on my riding habit, Auntie. A little more
sugar?”
“Well, yes, just a very little more, my dear; thank you.
Ralph, I hope you will be careful over that new horse.”
“Why?” said Mr Elthorne, sharply; and Aunt Anne prattled
on.
“Because Alison was saying he thought it had a bad temper,
and I always do feel so nervous about horses that kick and
bite.”

“Perhaps you’d like me to be tied on.”
“Now, Ralph, you are making fun of me,” said the lady
placidly. “Of course I should not.”
“Or have the groom with me to hold a leading-rein?”
“Nonsense, Ralph, dear; that would be absurd; but if the
horse bites, I should like you to make it wear that leather
thing over its nose.”
“What?” roared Mr Elthorne.
“The crib-biter’s muzzle, father!” cried Alison, roaring with
laughter; and the head of the house uttered a fierce growl.
“I do not see anything to laugh at, Alison,” said the lady
reprovingly. “I may not understand much about horses, but
I have heard that their bite is very dangerous.”
“Don’t you go near him,” said Mr Elthorne sneeringly. “Al!”
“Yes, father.”
“Is Sir Cheltnam coming over this morning?” Isabel looked
conscious, and glanced uneasily at the speaker.
“Said he should,” replied Alison.
“Then you’d better mind what you are about.”
“I always do,” said the young man sourly.
“Don’t speak to me in that tone, sir.”
“Now, Ralph, dear!—Alison!” cried Aunt Anne, turning from
one to the other as she hastily interposed, to play the part

of mediator. “You should not speak so abruptly to papa. But
I’m sure he did not mean to be disrespectful, Ralph.”
“You mind your own business, madam; I can manage my
children,” growled Mr Elthorne. “A puppy! Do you think I’m
blind? Sir Cheltnam was cutting in before you all the time
we were out last, and I could see that Dana was
encouraging him out of pique. She as good as owned to it
afterward to me.”
“I don’t suppose Burwood would like it if he knew you called
him a puppy.”
“I did not, sir—I called you one.”
“Don’t—pray don’t be angry, Ralph,” said Aunt Anne softly.
“I told you to mind your own business, madam,” said her
brother shortly. “If you’d do that, and look after the
housekeeping, I should not have my digestion ruined with
gutta percha kidneys and leathery toast. Now, look here,
Alison, as this topic has cropped up, please understand me.
I don’t like to speak so plainly about such delicate matters,
but one must be clear when the future careers of young
people are in question.”
“Oh, dear me,” muttered Alison. “More coffee, Isabel,” he
added aloud, while his father pushed away his plate, took
off his glasses, and began to swing them round by the
string.
“If that cord breaks, Ralph, those glasses will break
something,” said Aunt Anne, and Mr Elthorne uttered an
impatient snort.
“Now, look here, Alison. I suppose you fully understand that
I have a reason in encouraging the visits here of those two

girls?”
“Yes, father, I suppose so.”
“Humph—that’s right; but don’t be so indifferent. Dana is an
exceedingly pretty, clever girl; a splendid horsewoman; of
good birth; and she and Saxa have capital portions. One of
them will have Morton, of course; in all probability Dana, for
Saxa, when she marries your brother, will go to live in town.
Now, I should like to know what more a young fellow of
your age could wish for—the money you will get from me,
Morton Court, Dana’s portion, and a pretty, clever wife.”
“I think you might have put the lady first, Ralph,” said Aunt
Anne.
“Mrs Barnett, will you be good enough to finish your
breakfast, and let me speak,” said Mr Elthorne cuttingly.
“Then, by-and-by, you will be on the bench, and, before
long, have a third of your aunt’s money, for she cannot live
long if she eats so much.”
“My dear Ralph,” cried the lady.
“Can you make any better plans, sir? If so, pray let me hear
them, there is no coercion—I merely ask you all to do well,
and be happy.”
“Oh, no, I have no plans. I like Dana very well. She’s a jolly
enough girl.”
“Then that’s settled, sir; only just bear it in mind, and don’t
let Burwood be stuffing her head full of nonsensical ideas.
Some girls would be attracted at once by the prospect of
becoming ‘my lady,’ but Dana is too shrewd.”

“Almost a pity that the girls have no brother,” said Alison
carelessly.
“Why, sir?” said his father sharply.
“Because then he could have married little Isabel, and
completed the combination,” said Alison, looking meaningly
at his sister.
“Don’t be an ass, boy. Hallo! Who’s this?” cried Mr Elthorne,
turning sharply in his chair as a bell rang.
“Only Beck, father. I asked him to come with us.” Mr
Elthorne turned upon his son mute with anger and
annoyance; hence he did not notice the bright look and
increase of colour in his daughter’s face. “You asked him to
come over—this morning?”
“Yes, father. Poor beggar, he only has a few more days
before he sails for China, and I thought it would be
neighbourly. Old Beck is always very nice to me.”
“Oh, very well,” said Mr Elthorne abruptly; and Isabel
uttered a low sigh of relief as she busied herself over her
aunt’s cup, suddenly displaying great anxiety that the placid
looking lady should have some more coffee.
“Better ask him in to breakfast, Al,” said Mr Elthorne.
“Yes; I was going to,” said Alison, rising and leaving the
room, to return in a few minutes with a frank, manly
looking young fellow of seven or eight and twenty, whose
face was of a rich, warm brown up to the centre of his
forehead, and there became white up to his curly chestnut
hair, which was a little darker than his crisp, closely cut
beard.

“Ah, Beck, come over for a ride with us?” said Mr Elthorne.
“How is the vicar?”
“Quite well, sir.”
“And Mrs Beck?”
“Oh, yes, sir. Alison was good enough to ask me to join your
party.”
He shook hands with the ladies, and there was rather a
conscious look between Isabel and the visitor as their hands
joined—one which did not escape the head of the family.
“Sit down, Beck, sit down,” he said, cordially enough, all the
same.
“Oh, I have breakfasted, sir.”
“Yes; we’re late,” said Mr Elthorne, with a look at Aunt
Anne.
“That means it is my fault, Mr Beck,” said the lady; “but
never mind, my dear, sit down and have some more. Sailors
always have good appetites.”
“Oh, well, just a drop of coffee,” said the young man, for
Isabel had quickly filled a cup, and was holding it out to
him. “Thanks, Miss Elthorne; but really I did not mean—”
“You are on the vicar’s cob?” said Mr Elthorne quickly, as he
noted his daughter’s heightened colour, and the young
man’s hesitation and evident pleasure.
“Try some of this game pie, Beck,” cried Alison, pushing
over a plate. “Aunt Anne finished the kidneys.”
“Ally, my dear.”

“Oh, thanks,” said the visitor, taking the plate as he settled
himself at the table. “Cob, sir? Oh, no; a friend sent me
over one of his horses. I have had it these three days.”
A curious look of trouble crossed Isabel’s countenance, and
she sat watching the speaker as he went on: “That’s the
worst of being ashore. Everyone is so kind. I am always
spoiled, and it takes me a month to get over it when I get
back to my ship.”
“And when do you go?” said Mr Elthorne.
“This day fortnight, sir.”
“For six months, isn’t it?”
“There is no certainty, sir, I’m sorry to say. We may be
ordered on to Japan afterward.”
“Isabel, my dear, I am sure Mr Beck will excuse you.”
“Eh? Oh, yes, certainly,” said the visitor with his lips, but
with a denial of the words in his eyes.
“Go and put on your riding habit, my dear. Aunt Anne will
pour out the coffee.”
“Yes, papa,” said the girl; and she rose, and, after
exchanging glances with their visitor, left the room.
“Oh, yes, I’ll pour out the coffee,” said Aunt Anne, changing
her seat. “You are very fond of riding, Mr Beck, are you
not?”
“Well, ye-es,” said the young man, laughing, and with an
apologetic look at his host and friend; “I like it very much,
but I always seem such a poor horseman among all these

hard riders, and feel as if I ought to congratulate myself
when I get back safe.”
“Oh, well,” said Mr Elthorne condescendingly, “you would
have the laugh at us if you got us to sea. Did you see
anything of Sir Cheltnam?”
“No; I came by the lower road.”
“Here he is—they are, I ought to say,” cried Alison, jumping
up and going to the window.
“Eh?” ejaculated Mr Elthorne, rising too, and joining his son
at the window to watch a party of three coming across the
park at a hard gallop—the party consisting of two ladies and
a gentleman, with one of the ladies leading, well back in her
saddle, evidently quite at her ease.
“Humph,” muttered Mr Elthorne; and then in a low voice to
his son: “Of course. If you had had any brains you would
have ridden out to meet them, and not left them to another
escort.”
“Oh, I shall be with them all day, sir, and— Ah Saxa, you
foolish girl,” he cried excitedly, of course with his words
perfectly inaudible to the member of the group whom he
was addressing. “The horse will rush that fence as sure as
I’m here. Oh, hang all wire and hurdles!”
“What’s the matter?” cried Beck, starting from the table as
Alison opened the French window and stepped out. “My
word, how those two girls can ride.”
“Like Amazons, sir,” said Mr Elthorne proudly, as he watched
the party, now coming over the closely cropped turf at quite
a racing pace; and his voice was full of the excitement he
felt. “Will she see it, Al, my boy? Yes, she rises—cleared it

like a swallow. Bravo! With such a lead the others are safe
to—”
“Well done! Well over!” cried Alison, from outside, as he
began clapping his hands.
“Capital! Bravo!” cried Mr Elthorne, following his son’s
example, as he now stepped outside to meet the party who
were rapidly coming up after skimming over the hurdle
which formed part of the ring fence of the estate.
“All safe over, Mrs Barnett,” said the vicar’s son, returning to
the table.
“Then they don’t deserve to be, Mr Beck,” said the lady. “I
do not approve of girls being so horribly masculine. If our
Isabel were like that, I should feel as if I had not done my
duty to her since her poor mother died.”
“But she is not like that,” said the visitor, after a quick
glance at the open window.
“No, my dear, not a bit. I hate to see young ladies such
tomboys. But there—poor girls!—no mother—no father.”
“And no Aunt Anne to guide them,” interpolated the visitor.
“Thank you, my dear. It’s very nice of you to say so. I’m
afraid I’m not clever, but I do try to act a mother’s part to
dear Isabel. I don’t know, though, what I shall do when Neil
and Alison marry those two. They don’t like me a bit, and,
between ourselves, I really don’t like them.”
“Morning, daddy,” came in a loud, breathless voice from the
outside. “What do you think of that?”

“Morning,” came in another voice; and the word was
repeated again in the deep tones of a man, and
supplemented by the snortings of horses.
“Morning, my dears. Capital! But very imprudent. I will not
have you trying to break that pretty little neck—nor you
neither, Dana. Burwood, you should not have encouraged
them.”
“I? That’s good, Mr Elthorne. They both took the bit in their
teeth, and all I could do was to follow.”
“Oh, stuff and nonsense!” cried the second voice. “What a
fuss about a canter. Come, you folks, are you ready?”
“How’s Aunt Anne?”
“Good gracious me! Is the girl mad?” cried that lady, as
there was the crunching of gravel, the window was
darkened, a horse’s hoofs sounded loudly on the step, and
the head and neck of a beautiful animal were thrust right
into the room, with the bright, merry face of a girl close
behind, as its owner stooped to avoid the top of the window
and peered in.
“Hallo! There you are. Good-morning! We’ve had such a
gallop. Where’s Isabel? Hallo, sailor, how are you?”
“My dear child, don’t—pray don’t,” cried Aunt Anne. “You’ll
be having some accident. Suppose that horse put his foot
through the glass.”
“Good job for the glazier. Here Tom Beck, give Biddy some
lumps of sugar.”
“Bless the child!” cried Aunt Anne. “Oh, here’s Isabel. Mr
Beck, take the sugar basin, and back that dreadful animal

out.”
The young sailor obeyed her to the letter, as Isabel entered
to look on laughingly, while the other touched the skittish
mare upon which she was seated, so that it might join in
crunching up the sweet pieces of sugar with which they
were fed in turn.
“Morning, parson,” said the new arrival with the deep-toned
voice, to Tom Beck, as the young lieutenant went on
sugaring the two steeds. “Thought you were off to sea
again.”
“Did you?” said Beck, meeting his eyes with a lump of sugar
in his hand, and with rather a stern, fixed look, from which
the new arrival turned with a half laugh.
“Yes; you sailors are here to-day and gone to-morrow.”
“Exactly,” said Beck; “but this is to-day and not to-morrow.”
“Mr Beck—take care!”
It was Isabel who cried out in alarm, but her warning was
too late, for the handsome mare which Dana Lydon rode
had stretched out its neck and taken the lump of sugar the
young lieutenant was holding; and as he turned sharply, it
was at the sudden grip, for the greater part of his hand was
held between the horse’s teeth.
“Great Heavens!” cried Mr Elthorne.
“Wait a moment, I’ll make her leave go,” cried Dana, raising
her whip to strike the animal between the ears.
“Stop!” cried Beck sharply, as he caught the mare’s bit with
his left hand, standing firmly the while, but with his face

drawn with pain. “If you do that she’ll crush the bones.”
Isabel uttered a faint sob, and turned white, while Sir
Cheltnam sprang from his horse and stepped close to her.
“Don’t be frightened,” he whispered, giving additional pain
now to the young sailor in the shape of that which was
mental.
Isabel paid no heed to him or his words, but stood gazing
wildly at the brave young fellow whose hand was gripped as
if in a vice by the powerful jaws, but who, beyond knitting
his brows and turning pale, made no sign.
“Here, Alison,” cried Mr Elthorne, “take the other side of the
mare’s muzzle. She’ll crush his hand.”
“No, no,” said the young man, quickly. “She’ll let go soon.
Be quiet, all of you, or you’ll startle her.”
The young man’s words were full of the authoritative tone
of one accustomed to command in emergencies; but his
voice shook a little at the last, for he was oppressed by a
deadly feeling of sickness which he fought hard to resist,
while the group closed round him, and there was a low buzz
of excitement through which came the trampling of other
horses, as the grooms led them round from the stable yard.
Tom Beck felt that he could hold out no longer. He had tried
and manfully to combat the physical pain at a time when
the mental was agonising, for he had seen the young
baronet approach Isabel and whisper to her, and he had felt
that any increase of the terrible grip would mean a horrible
mutilation, and the utter blasting of his career and his
hopes. Despair was combining with the sensation of
faintness; and with the scene around him growing dim and
the excited voices beginning to sound muffled and strange,

nature was rapidly conquering the education of a brave man
who had been schooled to face danger unmoved; he turned
his eyes wildly to where Isabel stood.
But that look moved her to spring forward, lay her hand on
the mare’s muzzle, and falter out vainly a few caressing
words. Worse than vainly, for the mare lowered her head,
and increased the sufferer’s agony.
“Don’t,” he whispered hoarsely.
“Dana, I shall have to shoot her,” cried Mr Elthorne hoarsely.
Alison pressed forward, and passed his arm about his
friend’s waist, for he saw that he was ready to fall, and the
morning’s comedy was on the point of becoming tragic,
when a loud neigh came from one of the horses being led
around to the front, and Beck’s hand fell from the mare’s
jaws, for she threw up her head and uttered a whinnying
answer to the challenge of Mr Elthorne’s new hunter, The
Don.
“Ah!”
It was more a groan than a sigh of relief from all around,
while, tightening her rein, Dana cut the mare across the
ears with all her might; and as the graceful animal bounded
forward, she kept on lashing it furiously, making it curvet
and plunge and snort, as it excited the other horses near.
“Don’t! don’t! Dana,” cried her sister. “She’ll throw you.”
“A vicious beast!—a vicious beast!” panted the girl, as she
still plied her whip till Mr Elthorne caught her arm.
Beck stood, half supported by Alison, watching Isabel being
assisted into the breakfast-room by her aunt and Sir

Cheltnam, till she disappeared, when he reeled slightly, but
made an effort to recover himself.
“Much hurt, old man?”
“No,” he said hoarsely; “a nasty grip. Tell that girl not to
beat the mare. It was not wise.”
“Now, how is he?” cried Mr Elthorne, coming back. “Help
him in. Send one of the grooms for the doctor.”
“No, no, sir,” said Beck, with a faint laugh, as he held up the
hand deeply indented by the mare’s teeth. “It’s nothing to
mind. Shan’t be a one-armed Greenwich pensioner this
time.”
“Oh, my dear boy! my dear boy!” cried an excited voice,
and Aunt Anne came rushing out of the window with a cup
and saucer. “Here, drink this.”
“Anne! Don’t be so foolish,” cried her brother. “He doesn’t
want tea.”
“But there’s brandy in it, Ralph,” protested the lady. “Drink
it, my dear; it will do you good.”
“Thanks,” said Beck, raising his injured hand to take the
cup, but letting it fall again. “Not this time,” he said with a
laugh, and taking the cup with his left he drained it. “That’s
better, Mrs Barnett,” he said. “There, I’m very sorry, Mr
Elthorne, I’ve made quite an upset.”
“And I’m very glad, my boy,” replied his host. “What a
horrible mishap!”
“How is he?” cried Dana, cantering up with her sister.

“Oh, it’s nothing—nothing at all.”
“That’s right,” cried Saxa. “Oh, it will soon go off. Not so bad
as a spill by a five-bar.”
“Get a liqueur,” said Dana. “I say; it has made you look
white. Worse disasters at sea, eh?”
“Much,” said Beck, quietly; and then to himself, “Oh, how I
do hate a horsey woman.”
“I say,” cried Saxa; “this isn’t going to spoil our ride, is it,
daddy?”
“Oh, no, I hope not; but I will stay, my dears,” said Mr
Elthorne.
“What! and not try your new horse! I should like to have the
saddle shifted, and put him through his paces myself,” said
Saxa, looking at the noble hunter held by a groom.
“No, no, my dear, not to-day,” said Mr Elthorne hastily.
“Alison will go with you, girls, and—oh, there’s Burwood.
Ask how Isabel is. Say it’s all right now, and the horses are
waiting. She turned faint, I suppose. Beck, come in; you
had better see the doctor.”
“Nonsense, my dear sir. I’m all right. It isn’t my bridle hand.
I shall not want a whip.”
“Oh, no,” said Sir Cheltnam; “your mount wants no whip.
Shall you venture?”
“Of course,” said Beck, walking toward where a helper held
his horse, just as Isabel came out, looking very pale.

“Well, he has got some pluck in him, Al,” said Sir Cheltnam,
“even if he is a parson’s son.”
“Poor fellow! yes,” replied Alison.
“Moral,” said Sir Cheltnam laughingly, to the Lydon girls,
“never give lumps of sugar to a skittish mare.”
Ten minutes later the little party were mounted and moved
off, leaving Aunt Anne waving her lace handkerchief from
the steps.

Chapter Two.
Nurse Elisia.
The roar of the big road sounded plainly, but it was far
enough off for it to be subdued into a mellow hum,
suggestive to the country sufferer lying in the narrow bed
with its clean linen and neat blue checked hangings by the
open window, of bees swarming, and a threshing machine
at work in the farm beyond the park.
And yet it was London, for the windows were coated with a
sooty layer outside, and the sun shone as if Nature were
afraid its beams would be too strong for Londoners’ eyes, to
which it came as in an eclipse through smoked glass, and a
murky haze full of germs and motes was interposed
between the dwellers in the city and the blue sky above.
The ward was long and clean, and every bed was occupied.
The air was fairly fresh and pleasant, though dashed with
the odour of antiseptics. But there was none of the faint
medicinal effluvia of the sick wards, for this was surgical—
the special empire of the celebrated Sir Denton Hayle, well
known in his profession as the most skillful and daring
operator this generation has seen. There were those who
shrugged their shoulders and said he had murdered many a
patient, and it was true that a percentage—thanks to his
skill, a very small percentage—of his sufferers had died;
but, on the other hand, he could point to those whom he
had saved from an apparently inevitable early death,
brought on by one of the evils of poor human nature which
had heretofore set medical and surgical skill at defiance.

Maria Bellows, in other respects a stout, hearty, country
lass, had been one of these sufferers, and the provincial
doctors called in to Hightoft by Aunt Anne to see the upper
housemaid, had shaken their heads and said there was only
one thing that would save her, and that was to go up to the
great East Central Hospital and place herself in the hands of
Sir Denton Hayle.
Then, during one of his visits home, Aunt Anne insisted
upon Neil Elthorne seeing the woman. Mr Elthorne said it
was absurd, but he was quiet afterward when he heard that
his son had also declared that the only thing that could save
the patient’s life was for her to come up to the hospital in
town. Furthermore, he said that he would speak to the
illustrious chief under whom he studied, and see that every
arrangement was made for her reception.
Maria went up, and now lay by the open window thinking of
the country, of how long it would be before the doctors
made her well again and sent her back to her situation.
Then she wondered how Miss Isabel was, and Mr Alison,
and how soon there would be weddings at the house. For it
was an open secret among the servants at Hightoft that
“Master’s” sons were to marry the Misses Lydon, and that
Miss Isabel would become Lady Burwood.
“I shall be glad to get back,” she said at last with a sigh. “I
always thought London was a gay place, but—ugh!—it is
dull.”
“Dull lying here, my poor girl,” said a sweet voice, and she
turned sharply and uttered a cry of pain with the effort.
In an instant busy hands were about her, changing her
position and wiping the agony-engendered perspiration from
her brow before assisting her to drink a little water.

“I am sorry I startled you.”
Maria looked half angrily in the beautiful face bent over her,
with its clearly cut, aristocratic features and large eyes,
which gazed searchingly into her own. For it was a
countenance that attracted attention with its saddened,
pitying look, heightened by the smooth white cap and
stiffened quaint linen “bib and tucker,” as our mothers
termed the old puritan-like costume, the whole being
strongly suggestive of the portrait of some lady of the
Pilgrim Father days.
“You came so quiet, you quite frightened me,” said the
woman.
“Your nerves are over-strung,” was the reply. “I ought to
have known better.”
There was something so sweet and soothing in the deep
musical tones of the soft voice that it had its effect upon the
patient directly, and she lay back with a sigh.
“It don’t matter, nurse,” she said, “but do make haste and
get me well.”
“Indeed, we are trying very hard. But you are mending fast.
Sir Denton will be here soon to see you again.”
“Yes,” said the woman, with her brow growing rugged and a
petulance of manner, “to hurt me again, horrid. He’ll kill me
before he has done.”
“You do not think so, Maria,” said the nurse gently, as she
laid her cool white hand upon the patient’s brow. “He is as
tender and gentle as a woman, and he takes great interest
in your case.”

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