Jad Al-Akel

25 March 2021

The relation between the following KPIs and the

1






 Time Management:
Organiza onal level: Has a huge e ect on the performance and produc vity in the
workplace. Not only will it make the employees more e cient, but it will also meet
deadlines, produce be er quality work and develop the company.

Project level: Time management in the context of project management refers to making the
best use of the me allo ed to a project in order to achieve planned deliverables and
complete all work on me or ahead of schedule.

Individual level: Working smarter rather than harder is possible with good me
management. It prevents procras na on by ensuring that the employee understand the
things on his to-do list and when they must be done. E ec ve me management can
improve his job produc vity as well as his personal life.

Procurement Management:
Organiza onal level: Procurement management that is done well allows a company to save
money by ge ng the best deal on products, facili es, and contracts.

Project level: Procurement management that is well-executed has a several advantages for a
project. Procurement management can help improve certainty and e ciency, control costs,
and reduce overall project risks when carefully designed and implemented.

Cost Management:
Organiza onal level: A company can easily lose money if expenses are not controlled, and
costs can easily exceed project pro t.

Project level: The benchmark for project costs is established by project cost control. E ec ve
cost control ensures that a project's schedule stays on target and that the project's scope is
met.

General Management:
Organiza onal level: General management is responsible for managing all facets of a
company's ac vi es and ensuring that all teams are working together to increase pro ts.

2


ti
ti
ti
ti
tti
ti
ti
ti
ti
tt
ti
tt

ti

ff
fi
ti

ti
ff

ffi
ti
ti

ffi
ti
ti

fi
ff
ti

 Integration Management
Organiza onal level: Is needed to ensure that there is coordina on and that all informa on
is in sync. The project tasks are done without any confusion thanks to proper integra on
management. It will be formally closed a er all of the projects have been completed, and
resources can be used for the next project.

Project level: The coordina on of all aspects of a project, including its procedures and
relevant structures, to ensure that a project is well implemented

Scope/Change Management:
Organiza onal level: Scope change management processes are designed to assist each of the
managing, controlling, and documen ng the inevitable changes that will occur on the
projects.

Project level: Changes that are poorly handled or uncontrolled may seriously damage your
project, causing missed deadlines, budget overruns, and even project failure. Adding more
work and requiring addi onal budget and resources can jeopardize your ability to meet
deadlines.

Individual level: Some organiza onal changes necessitate signi cant reorganiza on, resul ng
in substan al life changes for a number of workers. Salary reduc ons, loss of bene ts,
workplace downgrading, job loss, or reloca on to another city, state, or country are
common changes that have a nega ve e ect on a por on of the workforce.

Risk Management:
Organiza onal level: Risk management is the mechanism by which companies de ne,
evaluate, and react to threats that may have an e ect on their opera ons.

Project level: Risk management has an impact on important aspects of the project's
performance, such as the meline, scope, budget, communica ons, stakeholder
par cipa on, agreed-upon standard of deliverables, and more. There is no guarantee that
these poten al incidents or threats will occur, even if they do, they may occur at any me.

Individual level: Employees can reduce the probability and seriousness of project threats by
recognizing them early on. If something goes wrong, there will already be a plan in place to
deal with the situa on. Employees are more prepared for the unpredictable and project
results as a result of this.

3

ti

ti
ti
ti
ti
ti

ti
ti
ti

ti
ti

ti
ti
ti

ff
ft

ti

ff
ti
ti
fi
ti
ti

ti

ti
fi
fi
ti
ti
ti
ti