I am a big proponent of managing by numbers. Especially when team work effects are present, it is sometimes hard to differentiate the good from the bad. Here are some interesting thoughts:

Project management by the numbers

In innovation projects, the kill rate has to be high to cull the pipeline. So, how does one judge the performance of the project team? The approach I have been talking about is rather similar to the one in the article: measure what is being done, and how well. Whether the project is killed or goes on does not define success in an innovation pipeline project. That is a tough nut to crack, but a vital one to retain and grow a healthy bunch of PMs.