{"id":73425,"date":"2026-08-30T18:38:10","date_gmt":"2026-08-30T21:38:10","guid":{"rendered":"https:\/\/a3aengenharia.com\/?post_type=articles&#038;p=73425"},"modified":"2026-08-30T18:38:10","modified_gmt":"2026-08-30T21:38:10","slug":"pmo-project-portfolio-kpis-executive-decision-indicators","status":"publish","type":"articles","link":"https:\/\/a3aengenharia.com\/en-us\/content\/technical-articles\/pmo-project-portfolio-kpis-executive-decision-indicators\/","title":{"rendered":"PMO and Project Portfolio KPIs: indicators for executive decision-making"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\"><strong>PMO and portfolio KPIs<\/strong> are indicators used to compare projects, consolidate exposure and assess a portfolio&#8217;s ability to deliver schedule, cost, scope, benefits and strategic commitments. Unlike an isolated operational metric, they need to work consistently across different initiatives and support decisions at PMO, program or portfolio level.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This content focuses on governance of the multiproject indicator system: comparability criteria, aggregation, tolerances, leading and lagging indicators, capacity, benefits and executive escalation. The general definition of KPI, its types and fundamentals remains a prior and separate layer.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In Engineering, this consolidation requires normalizing information on physical progress, documents, manufacturing, procurement, risks, changes, contracts, field activities, commissioning and acceptance without hiding technical specificities. The PMO needs to distinguish what is an indicator for an individual project from what truly represents the condition of the portfolio as a whole.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">What are PMO and portfolio KPIs?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">PMO and portfolio KPIs are structured measures used to compare condition, trend, capacity, exposure and results across projects. For the fundamentals of an individual indicator \u2014 concept, types, formulas and definition \u2014 see <a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/kpi-o-que-e-indicadores-desempenho\/\">KPI: what it is, types, examples and how to define performance indicators<\/a>; here the focus is multiproject application and consolidation in <a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/dashboard-projetos-pmo-indicadores-decisao-executiva\/\">PMO dashboards<\/a>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Not every metric is a KPI. A metric may simply describe a quantity, while a KPI must be linked to an objective or a condition critical to project success.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Examples:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>number of documents issued is a metric;<\/li><li>percentage of critical documents approved by the gate can be a KPI;<\/li><li>number of registered risks is a metric;<\/li><li>percentage of critical risks without a current response can be a KPI;<\/li><li>hours worked is a metric;<\/li><li>productivity of a critical workfront can be a KPI.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">This distinction prevents dashboards from becoming crowded with numbers that do not support decisions.<\/p>\n\n\n\n<figure class=\"a3a-mermaid\"><svg id=\"a3a-diagram-1\" width=\"100%\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"flowchart\" style=\"max-width:min(1272.953125px, 100%);height:auto;display:block;margin:0 auto\" viewBox=\"0 0 1272.953125 68.5\" 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style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Objective<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-B-1\" transform=\"translate(270.015625, 34.25)\"><rect class=\"basic label-container\" style=\"\" x=\"-88.03125\" y=\"-26.25\" width=\"176.0625\" height=\"52.5\"><\/rect><g class=\"label\" style=\"\" transform=\"translate(-58.03125, -11.25)\"><rect><\/rect><foreignObject width=\"116.0625\" height=\"22.5\"><div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\" style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Critical condition<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-C-3\" transform=\"translate(482.9453125, 34.25)\"><rect class=\"basic label-container\" style=\"\" x=\"-74.8984375\" y=\"-26.25\" width=\"149.796875\" 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class=\"nodeLabel\"><p>Indicator<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-E-7\" transform=\"translate(861.5703125, 34.25)\"><rect class=\"basic label-container\" style=\"\" x=\"-82.3828125\" y=\"-26.25\" width=\"164.765625\" height=\"52.5\"><\/rect><g class=\"label\" style=\"\" transform=\"translate(-52.3828125, -11.25)\"><rect><\/rect><foreignObject width=\"104.765625\" height=\"22.5\"><div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\" style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Limit and trend<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-F-9\" transform=\"translate(1052.96875, 34.25)\"><rect class=\"basic label-container\" style=\"\" x=\"-59.015625\" y=\"-26.25\" width=\"118.03125\" height=\"52.5\"><\/rect><g class=\"label\" style=\"\" transform=\"translate(-29.015625, -11.25)\"><rect><\/rect><foreignObject width=\"58.03125\" height=\"22.5\"><div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\" style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Decision<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-G-11\" transform=\"translate(1213.46875, 34.25)\"><rect class=\"basic label-container\" style=\"\" x=\"-51.484375\" y=\"-26.25\" width=\"102.96875\" height=\"52.5\"><\/rect><g class=\"label\" style=\"\" transform=\"translate(-21.484375, -11.25)\"><rect><\/rect><foreignObject width=\"42.96875\" height=\"22.5\"><div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\" style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Action<\/p><\/span><\/div><\/foreignObject><\/g><\/g><\/g><\/g><\/g><\/svg><figcaption>Relationship between objective, indicator and decision in the PMO<\/figcaption><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">Are KPI, metric and indicator the same thing?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The terms are used in different ways, but an operational distinction helps the PMO.<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Concept<\/td><td>Practical use<\/td><\/tr><tr><td>Data<\/td><td>value recorded at the source<\/td><\/tr><tr><td>Metric<\/td><td>calculated measure or count<\/td><\/tr><tr><td>Indicator<\/td><td>measure interpreted in relation to a condition<\/td><\/tr><tr><td>KPI<\/td><td>key indicator linked to a relevant objective or decision<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">The article on <a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/kpi-o-que-e-indicadores-desempenho\/\">KPIs and performance indicators<\/a> explores the general structure in more detail. In projects, application also needs to consider baseline, forecast, lifecycle, contracts, risks and governance.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">What are PMO KPIs used for?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A PMO needs to answer questions that go beyond the status of a single project. Indicators make it possible to compare initiatives, identify concentrations of problems and guide executives on where to intervene.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Among the most relevant functions are:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>detect deterioration before losses materialize;<\/li><li>compare projects using consistent criteria;<\/li><li>identify systemic bottlenecks;<\/li><li>control tolerances;<\/li><li>prepare decisions for committees and stage-gates;<\/li><li>assess schedule and cost predictability;<\/li><li>monitor risks and changes;<\/li><li>track resource capacity;<\/li><li>verify the quality of management processes;<\/li><li>measure benefit realization;<\/li><li>assess the value generated by the PMO itself.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">An indicator should reduce decision uncertainty. If it does not change behavior, priority or action, its usefulness should be questioned.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">How should project indicators be selected?<\/h2>\n\n\n\n<div class=\"wp-block-a3a-destaque\">\n<p class=\"wp-block-paragraph\">An indicator without an associated decision becomes a statistic. The PMO needs to define objective, formula, source, tolerance, trend and action before turning a metric into a KPI.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/a3aengenharia.com.br\/solucoes\/gestao-e-governanca-de-engenharia\/indicadores-dashboards-relatorios-executivos-engenharia\/\">Structure Engineering indicators and executive reports \u2192<\/a><\/p>\n<\/div>\n\n\n\n<p class=\"wp-block-paragraph\">Selection should begin with objectives and decisions, not data availability.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A consistent process can follow six questions:<\/p>\n\n\n\n<ol class=\"wp-block-list\"><li>which objective needs to be protected or achieved?<\/li><li>which condition shows that the objective is threatened or protected?<\/li><li>which data represent that condition?<\/li><li>how will the indicator be calculated?<\/li><li>which limit or trend requires action?<\/li><li>who has authority to act?<\/li><\/ol>\n\n\n\n<p class=\"wp-block-paragraph\">This sequence avoids vanity indicators created because they are easy to measure or visually appealing.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">What characteristics should a good KPI have?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A project KPI needs to be technically defensible and managerially useful.<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Criterion<\/td><td>Validation question<\/td><\/tr><tr><td>Relevance<\/td><td>does the indicator represent an important condition?<\/td><\/tr><tr><td>Definition<\/td><td>would two people reach the same result?<\/td><\/tr><tr><td>Source<\/td><td>does the data have a known and controlled origin?<\/td><\/tr><tr><td>Timeliness<\/td><td>does the information arrive before the decision window is lost?<\/td><\/tr><tr><td>Sensitivity<\/td><td>does the indicator change when the real condition changes?<\/td><\/tr><tr><td>Comparability<\/td><td>can it be compared over time or across projects?<\/td><\/tr><tr><td>Actionability<\/td><td>is there an associated action or decision?<\/td><\/tr><tr><td>Auditability<\/td><td>can the value be reconstructed?<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">Indicators that are theoretically perfect may be useless if they depend on unavailable data or arrive too late.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">What is an indicator dictionary?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The dictionary is the document that formalizes the meaning of each KPI used by the PMO.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">At a minimum, it should record:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>name;<\/li><li>objective;<\/li><li>definition;<\/li><li>formula;<\/li><li>unit;<\/li><li>source;<\/li><li>data owner;<\/li><li>frequency;<\/li><li>tolerances;<\/li><li>trend rule;<\/li><li>escalation rule;<\/li><li>assumptions and exclusions.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Without a dictionary, apparently simple terms can receive different interpretations. \u201cPhysical progress,\u201d for example, may mean quantity executed, weighted deliverables, cost-weighted progress or contractual measurement.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Schedule indicators: what should be measured?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Schedule needs to show both past performance and future feasibility.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Possible indicators include:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>finish-date variance;<\/li><li>missed milestones;<\/li><li>upcoming critical milestones;<\/li><li>late critical activities;<\/li><li>critical-path stability;<\/li><li>total float on key milestones;<\/li><li>adherence to the recovery plan;<\/li><li>finish-forecast trend;<\/li><li>percentage of activities started according to plan.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">The <a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/curva-s-projetos-engenharia\/\">S-Curve<\/a> helps visualize cumulative progress but does not replace logic and critical-path analysis.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In mature schedules, the PMO should also observe planning quality: missing relationships, excessive constraints, inappropriate durations and inconsistent updates can produce apparently good indicators over a fragile baseline.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Cost indicators: which are the most useful?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Costs need to separate approved condition, actual performance and projection.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A set may include:<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Indicator<\/td><td>Question answered<\/td><\/tr><tr><td>Budget consumed<\/td><td>how much of the reference has been used?<\/td><\/tr><tr><td>Committed cost<\/td><td>how much has already been contracted or ordered?<\/td><\/tr><tr><td>ETC<\/td><td>how much is still expected to be spent?<\/td><\/tr><tr><td>EAC<\/td><td>what is the probable cost at completion?<\/td><\/tr><tr><td>Cost variance<\/td><td>what is the difference between reference and projection?<\/td><\/tr><tr><td>Contingency consumption<\/td><td>how much of the reserve has already been used?<\/td><\/tr><tr><td>Potential changes<\/td><td>what exposure has not yet been approved?<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/gestao-valor-agregado-projetos-engenharia\/\">Earned Value Management<\/a> can introduce CPI, SPI and integrated forecasts, provided progress measurement and the baseline are reliable.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Scope and change indicators<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Scope should not be measured only by the number of deliverables. The PMO needs to track stability, maturity and the impact of changes.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Useful indicators include:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>approved versus pending requirements;<\/li><li>critical deliverables approved;<\/li><li>open changes;<\/li><li>potential value of changes;<\/li><li>average analysis lead time;<\/li><li>approved changes not incorporated into the baseline;<\/li><li>rework caused by late changes;<\/li><li>concentration of changes by source.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Change itself is not necessarily a failure. The problem is change without analysis, decision, traceability and controlled incorporation into the plan.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Risk indicators<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The total number of risks should not be used in isolation as a performance measure.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Better signals include:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>open critical risks;<\/li><li>risks without an owner;<\/li><li>overdue response actions;<\/li><li>residual exposure;<\/li><li>risks with an increasing trend;<\/li><li>materialized events that were not previously identified;<\/li><li>variance between forecast and actual impact;<\/li><li>contingency consumption associated with risks.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/gestao-riscos-projetos-engenharia\/\">Risk management in Engineering projects<\/a> provides the process that feeds these indicators.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Quality indicators in Engineering projects<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Quality needs to be related to requirements, conformity and the effectiveness of corrections.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Possible indicators:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>open nonconformities;<\/li><li>average age of nonconformities;<\/li><li>recurrence;<\/li><li>first-submission approval rate;<\/li><li>rework;<\/li><li>open punch items;<\/li><li>tests passed versus planned;<\/li><li>document rejections;<\/li><li>corrective-action effectiveness.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">A temporary increase in nonconformities may result from more effective inspection. Interpretation needs to consider context and trend.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Documentation and Engineering indicators<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">In document-intensive projects, the deliverable flow anticipates impacts on procurement, manufacturing and field activities.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The PMO can track:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>planned versus issued documents;<\/li><li>documents under review;<\/li><li>average approval time;<\/li><li>overdue critical documents;<\/li><li>open comments;<\/li><li>revisions per document;<\/li><li>deliverables approved for construction or manufacturing;<\/li><li>delays by discipline.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">The indicator must distinguish volume from importance. Ten simple overdue documents may be less critical than one document blocking manufacturing.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Procurement and supplier indicators<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Supplier performance directly affects schedule, quality and commissioning.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Relevant indicators include:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>vendor documents approved;<\/li><li>planned versus actual manufacturing;<\/li><li>inspections performed versus planned;<\/li><li>FATs passed;<\/li><li>critical items delayed;<\/li><li>expediting;<\/li><li>supplier nonconformities;<\/li><li>critical logistics deliveries;<\/li><li>performance by package.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">In portfolios with many contracts, the PMO can consolidate recurring suppliers and identify systemic exposure.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Resource and capacity indicators<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Projects may be formally approved without real execution capacity.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The PMO can track:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>demand versus capacity by competency;<\/li><li>unfilled critical positions;<\/li><li>overallocation;<\/li><li>utilization of key teams;<\/li><li>dependency on single specialists;<\/li><li>conflicts among projects;<\/li><li>future capacity by period.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">This type of indicator is particularly relevant to portfolio management because prioritization needs to consider resource availability rather than only strategic attractiveness.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Benefit and value indicators<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A project can be delivered on schedule and within budget and still fail to realize the benefits that justified the investment.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Benefit indicators may include:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>planned versus realized benefit;<\/li><li>expected realization date;<\/li><li>required operational condition;<\/li><li>adoption indicator;<\/li><li>asset performance after implementation;<\/li><li>benefits at risk;<\/li><li>whether business-case assumptions remain valid.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/gestao-beneficios-projetos-programas-engenharia-realizacao-valor\/\">Benefits Management in Engineering Projects and Programs<\/a> explores this transition between delivery and value in greater depth.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Leading and lagging indicators: what is the difference?<\/h2>\n\n\n\n<div class=\"wp-block-a3a-destaque\">\n<p class=\"wp-block-paragraph\">Leading indicators make it possible to act before deviation appears in accumulated results. The value lies in connecting early signals to management routines and decision authorities.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/a3aengenharia.com.br\/solucoes\/gestao-e-governanca-de-engenharia\/implantacao-estruturacao-pmo-engenharia\/\">Integrate KPIs into PMO governance \u2192<\/a><\/p>\n<\/div>\n\n\n\n<p class=\"wp-block-paragraph\">Lagging indicators show what has already occurred. Leading indicators seek to anticipate a future condition.<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Type<\/td><td>Example<\/td><\/tr><tr><td>Lagging<\/td><td>actual cost above plan<\/td><\/tr><tr><td>Leading<\/td><td>increasing trend of changes not yet approved<\/td><\/tr><tr><td>Lagging<\/td><td>milestone already missed<\/td><\/tr><tr><td>Leading<\/td><td>continuous reduction in critical-path float<\/td><\/tr><tr><td>Lagging<\/td><td>nonconformity materialized<\/td><\/tr><tr><td>Leading<\/td><td>increase in design-submission rejections<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">A mature indicator system combines both. Using only lagging indicators turns the PMO into a historical reporting structure.<\/p>\n\n\n\n<figure class=\"a3a-mermaid\"><svg id=\"a3a-diagram-2\" width=\"100%\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"flowchart\" style=\"max-width:min(1230.734375px, 100%);height:auto;display:block;margin:0 auto\" viewBox=\"0 0 1230.734375 103.5\" role=\"graphics-document document\" aria-roledescription=\"flowchart-v2\" aria-labelledby=\"chart-title-a3a-diagram-2\"><title id=\"chart-title-a3a-diagram-2\">Combined use of leading and lagging indicators<\/title><style>#a3a-diagram-2{font-family:Roboto,sans-serif;font-size:15px;fill:var(--a3a-diag-text, #0a0a0a);}@keyframes edge-animation-frame{from{stroke-dashoffset:0;}}@keyframes dash{to{stroke-dashoffset:0;}}#a3a-diagram-2 .edge-animation-slow{stroke-dasharray:9,5!important;stroke-dashoffset:900;animation:dash 50s linear infinite;stroke-linecap:round;}#a3a-diagram-2 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y=\"-26.25\" width=\"164.28125\" height=\"52.5\"><\/rect><g class=\"label\" style=\"\" transform=\"translate(-52.140625, -11.25)\"><rect><\/rect><foreignObject width=\"104.28125\" height=\"22.5\"><div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\" style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Leading signals<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-B-1\" transform=\"translate(300.921875, 34.25)\"><rect class=\"basic label-container\" style=\"\" x=\"-78.640625\" y=\"-26.25\" width=\"157.28125\" height=\"52.5\"><\/rect><g class=\"label\" style=\"\" transform=\"translate(-48.640625, -11.25)\"><rect><\/rect><foreignObject width=\"97.28125\" height=\"22.5\"><div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\" style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Trend analysis<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-C-3\" transform=\"translate(518.4609375, 34.25)\"><rect class=\"basic label-container\" style=\"\" x=\"-88.8984375\" y=\"-26.25\" width=\"177.796875\" height=\"52.5\"><\/rect><g class=\"label\" style=\"\" transform=\"translate(-58.8984375, -11.25)\"><rect><\/rect><foreignObject width=\"117.796875\" height=\"22.5\"><div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\" style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Preventive action<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-D-5\" transform=\"translate(708.6484375, 34.25)\"><rect class=\"basic label-container\" style=\"\" x=\"-51.2890625\" y=\"-26.25\" width=\"102.578125\" height=\"52.5\"><\/rect><g class=\"label\" style=\"\" transform=\"translate(-21.2890625, -11.25)\"><rect><\/rect><foreignObject width=\"42.578125\" height=\"22.5\"><div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\" style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Result<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-E-7\" transform=\"translate(901.765625, 34.25)\"><rect class=\"basic label-container\" style=\"\" x=\"-91.828125\" y=\"-26.25\" width=\"183.65625\" height=\"52.5\"><\/rect><g class=\"label\" style=\"\" transform=\"translate(-61.828125, -11.25)\"><rect><\/rect><foreignObject width=\"123.65625\" height=\"22.5\"><div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\" style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Lagging indicators<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-F-9\" transform=\"translate(1133.1640625, 64.875)\"><rect class=\"basic label-container\" style=\"\" x=\"-89.5703125\" y=\"-26.25\" width=\"179.140625\" height=\"52.5\"><\/rect><g class=\"label\" style=\"\" transform=\"translate(-59.5703125, -11.25)\"><rect><\/rect><foreignObject width=\"119.140625\" height=\"22.5\"><div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\" style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Model calibration<\/p><\/span><\/div><\/foreignObject><\/g><\/g><\/g><\/g><\/g><\/svg><figcaption>Combined use of leading and lagging indicators<\/figcaption><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">How should limits and tolerances be defined?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A KPI without a reference is merely a number.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Limits may be defined by:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>approved baseline;<\/li><li>corporate tolerance;<\/li><li>contractual obligation;<\/li><li>technical requirement;<\/li><li>benchmark;<\/li><li>safety limit;<\/li><li>risk appetite;<\/li><li>committee decision.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">The PMO should record what happens when the limit is exceeded. A red status without an authority level, accountable person and response timeframe does not represent governance.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">How can trends be used without creating false precision?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Trends are useful, but they depend on the quality of the historical series.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It is necessary to observe:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>formula changes;<\/li><li>scope changes;<\/li><li>baseline revisions;<\/li><li>missing data;<\/li><li>seasonality;<\/li><li>differences among projects;<\/li><li>sample size.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">The indicator should show uncertainty when it exists. Excessively precise forecasts may communicate more confidence than the data permits.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">How do you consolidate indicators from multiple projects?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Consolidation requires common rules.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A practical approach separates:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>mandatory corporate KPIs;<\/li><li>KPIs by project class;<\/li><li>initiative-specific metrics.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">The PMO can normalize some indicators by tolerance ranges to compare projects of different sizes, but it should not eliminate technical context.<\/p>\n\n\n\n<figure class=\"a3a-mermaid\"><svg id=\"a3a-diagram-3\" width=\"100%\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"flowchart\" style=\"max-width:min(549.9921875px, 100%);height:auto;display:block;margin:0 auto\" viewBox=\"0 0 549.9921875 398.5\" role=\"graphics-document document\" 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style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Project KPIs<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-B-1\" transform=\"translate(173.4375, 136.75)\"><rect class=\"basic label-container\" style=\"\" x=\"-75.5625\" y=\"-26.25\" width=\"151.125\" height=\"52.5\"><\/rect><g class=\"label\" style=\"\" transform=\"translate(-45.5625, -11.25)\"><rect><\/rect><foreignObject width=\"91.125\" height=\"22.5\"><div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\" style=\"display: table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>Program view<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-C-2\" transform=\"translate(268.65625, 34.25)\"><rect class=\"basic label-container\" style=\"\" x=\"-70.21875\" y=\"-26.25\" width=\"140.4375\" height=\"52.5\"><\/rect><g 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table-cell; white-space: nowrap; line-height: 1.5; max-width: 200px; text-align: center;\"><span class=\"nodeLabel\"><p>PMO<\/p><\/span><\/div><\/foreignObject><\/g><\/g><g class=\"node default\" id=\"flowchart-G-11\" transform=\"translate(274.6640625, 353)\"><rect class=\"basic label-container\" style=\"\" x=\"-130\" y=\"-37.5\" width=\"260\" height=\"75\"><\/rect><g class=\"label\" style=\"\" transform=\"translate(-100, -22.5)\"><rect><\/rect><foreignObject width=\"200\" height=\"45\"><div xmlns=\"http:\/\/www.w3.org\/1999\/xhtml\" style=\"display: table; white-space: break-spaces; line-height: 1.5; max-width: 200px; text-align: center; width: 200px;\"><span class=\"nodeLabel\"><p>Governance and decision-making<\/p><\/span><\/div><\/foreignObject><\/g><\/g><\/g><\/g><\/g><\/svg><figcaption>Indicator structure for project, program and portfolio<\/figcaption><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">How do you avoid indicators that encourage the wrong behavior?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Metrics influence behavior.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Examples of distortion:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>measuring only the number of documents may encourage premature issuance;<\/li><li>measuring only the number of risks may discourage reporting;<\/li><li>measuring closure of issues may encourage closure without effectiveness;<\/li><li>measuring schedule adherence without quality may create artificial progress;<\/li><li>measuring cost savings may encourage cuts that compromise performance.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Indicators therefore need to be balanced and reviewed when they produce undesirable effects.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">How does the KPI feed the executive dashboard?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A KPI is one component of a dashboard, not the entire dashboard.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The <a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/dashboard-projetos-pmo-indicadores-decisao-executiva\/\">Project and PMO Dashboard<\/a> organizes KPIs, trends, exceptions and decisions within an information architecture.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The dashboard should avoid presenting every available metric. It selects those that require attention from the target audience and allows deeper analysis when needed.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">How do you measure the PMO itself?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The PMO also needs to demonstrate value.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Possible indicators include:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>forecast reliability;<\/li><li>decision lead time;<\/li><li>data quality;<\/li><li>percentage of projects with a valid baseline;<\/li><li>critical risks without treatment;<\/li><li>change-processing time;<\/li><li>sponsor and manager satisfaction;<\/li><li>process maturity;<\/li><li>reuse of lessons learned;<\/li><li>portfolio benefits;<\/li><li>reduction in rework and recurring deviations.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">The number of reports or templates issued measures activity, not necessarily value.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">How do you implement a project-indicator system?<\/h2>\n\n\n\n<ol class=\"wp-block-list\"><li>Define priority objectives and decisions.<\/li><li>Map processes and data sources.<\/li><li>Select a small number of relevant KPIs.<\/li><li>Create the indicator dictionary.<\/li><li>Establish baseline, limits and tolerances.<\/li><li>Define owners and update cycles.<\/li><li>Test calculations with real data.<\/li><li>Validate behavior and interpretation.<\/li><li>Integrate KPIs into the dashboard and governance routines.<\/li><li>Periodically review indicators that have lost usefulness.<\/li><\/ol>\n\n\n\n<p class=\"wp-block-paragraph\">Implementation does not end when the dashboard goes live. The system needs to be calibrated as projects materialize risks, changes and results.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Indicators in Consulting Engineering and Owner\u2019s Engineering<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">In Consulting Engineering, indicators allow the owner to create an independent view of execution.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The consultant can validate measurement criteria, verify consistency between declared progress and evidence, challenge forecasts, analyze trends and identify data that do not support the narrative presented by suppliers or contractors.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This is particularly relevant in complex contracts and multidisciplinary projects, where the same condition can appear differently in schedules, measurements, reports and technical documents.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Final considerations<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Project indicators need to support decisions rather than merely feed reports. A technically consistent KPI has a defined objective, formula, source, frequency, limit, trend and accountable person.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In the PMO, the indicator architecture should balance comparability and context. In Engineering, schedule, costs, risks, changes, quality, documentation, suppliers, resources and benefits need to be analyzed as parts of an integrated system.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">When indicators are governed and connected to actions, the PMO stops merely reporting the past and begins anticipating deviations, guiding priorities and increasing decision predictability.<\/p>\n\n\n\n<div class=\"wp-block-a3a-destaque\">\n<p class=\"wp-block-paragraph\">In Owner\u2019s Engineering, an indicator needs to be supported by independent evidence. Progress, forecast and quality should be reconciled with technical records before guiding the owner&#8217;s decisions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/a3aengenharia.com.br\/servicos\/contratacao-integrada\/engenharia-do-proprietario\/\">Learn about Owner\u2019s Engineering \u2192<\/a><\/p>\n<\/div>\n\n\n\n<details class=\"wp-block-details is-layout-flow wp-block-details-is-layout-flow\"><summary>Technical references<\/summary>\n<p class=\"wp-block-paragraph\">[1] INTERNATIONAL ORGANIZATION FOR STANDARDIZATION. ISO 21502:2020 \u2014 Project, programme and portfolio management \u2014 Guidance on project management. Geneva: ISO, 2020. Available at: <a href=\"https:\/\/www.iso.org\/standard\/74947.html\">https:\/\/www.iso.org\/standard\/74947.html<\/a><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">[2] INTERNATIONAL ORGANIZATION FOR STANDARDIZATION. ISO 21504:2022 \u2014 Project, programme and portfolio management \u2014 Guidance on portfolio management. Geneva: ISO, 2022. Available at: <a href=\"https:\/\/www.iso.org\/standard\/82867.html\">https:\/\/www.iso.org\/standard\/82867.html<\/a><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">[3] INTERNATIONAL ORGANIZATION FOR STANDARDIZATION. ISO 21505:2017 \u2014 Project, programme and portfolio management \u2014 Guidance on governance. Geneva: ISO, 2017. Available at: <a href=\"https:\/\/www.iso.org\/standard\/63578.html\">https:\/\/www.iso.org\/standard\/63578.html<\/a><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">[4] PROJECT MANAGEMENT INSTITUTE. Project Management Offices: A Practice Guide. Newtown Square: PMI, 2025. Available at: <a href=\"https:\/\/www.pmi.org\/standards\/pmo\">https:\/\/www.pmi.org\/standards\/pmo<\/a><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">[5] PROJECT MANAGEMENT INSTITUTE. A Guide to the Project Management Body of Knowledge (PMBOK Guide). 8. ed. Newtown Square: PMI, 2025. Available at: <a href=\"https:\/\/www.pmi.org\/standards\/pmbok\">https:\/\/www.pmi.org\/standards\/pmbok<\/a><\/p>\n<\/details>\n\n\n\n<details class=\"wp-block-details is-layout-flow wp-block-details-is-layout-flow\"><summary>Frequently asked questions<\/summary>\n<div class=\"schema-faq wp-block-yoast-faq-block\"><div class=\"schema-faq-section\" id=\"faq-question-o-que-s-o-indicadores-de-projetos-11883588\"><strong class=\"schema-faq-question\">What are project indicators?<\/strong> <p class=\"schema-faq-answer\">They are structured measures used to represent performance, trend, exposure or a project&#8217;s delivery capacity and support decisions.<\/p><\/div><div class=\"schema-faq-section\" id=\"faq-question-qual-a-diferen-a-entre-kpi-e-m-trica-83c3a676\"><strong class=\"schema-faq-question\">What is the difference between a KPI and a metric?<\/strong> <p class=\"schema-faq-answer\">A metric may simply measure a quantity. A KPI is a key indicator linked to an objective, critical condition or relevant decision.<\/p><\/div><div class=\"schema-faq-section\" id=\"faq-question-quais-kpis-um-pmo-deve-acompanhar-ad86c088\"><strong class=\"schema-faq-question\">Which KPIs should a PMO track?<\/strong> <p class=\"schema-faq-answer\">It depends on the mandate and projects. Schedule, costs, progress, risks, changes, quality, documentation, suppliers, resources and benefits are normally relevant.<\/p><\/div><div class=\"schema-faq-section\" id=\"faq-question-o-que-um-dicion-rio-de-indicadores-093f7715\"><strong class=\"schema-faq-question\">What is an indicator dictionary?<\/strong> <p class=\"schema-faq-answer\">It is the artifact that records the definition, formula, unit, source, owner, frequency, tolerances and interpretation rules for each indicator.<\/p><\/div><div class=\"schema-faq-section\" id=\"faq-question-o-que-s-o-leading-indicators-320892d4\"><strong class=\"schema-faq-question\">What are leading indicators?<\/strong> <p class=\"schema-faq-answer\">They are indicators that seek to signal a condition before the result materializes, such as reduced critical-path float or growth in pending changes.<\/p><\/div><div class=\"schema-faq-section\" id=\"faq-question-como-definir-limites-de-um-kpi-40745ec1\"><strong class=\"schema-faq-question\">How are KPI limits defined?<\/strong> <p class=\"schema-faq-answer\">Limits may come from the baseline, a technical requirement, contract, benchmark, corporate tolerance, risk appetite or a formal governance decision.<\/p><\/div><div class=\"schema-faq-section\" id=\"faq-question-como-evitar-kpis-que-incentivam-comportamento-er-a495a93c\"><strong class=\"schema-faq-question\">How do you avoid KPIs that encourage the wrong behavior?<\/strong> <p class=\"schema-faq-answer\">Behavioral effects need to be assessed, complementary indicators combined, and metrics that encourage artificial closure, underreporting or local optimization reviewed.<\/p><\/div><div class=\"schema-faq-section\" id=\"faq-question-como-medir-o-valor-de-um-pmo-2fb339e6\"><strong class=\"schema-faq-question\">How do you measure the value of a PMO?<\/strong> <p class=\"schema-faq-answer\">It is preferable to measure decision quality, predictability, data reliability, response time, maturity, reduction of deviations and benefits rather than only the number of reports or templates.<\/p><\/div><\/div>\n<\/details>\n\n\n\n<details class=\"wp-block-details is-layout-flow wp-block-details-is-layout-flow\"><summary>Complementary technical materials<\/summary>\n<h4 class=\"wp-block-heading\">Related solutions<\/h4>\n\n<ul class=\"wp-block-list\"><li><a href=\"https:\/\/a3aengenharia.com.br\/solucoes\/gestao-e-governanca-de-engenharia\/implantacao-estruturacao-pmo-engenharia\/\">Engineering PMO Implementation and Structuring<\/a><\/li><li><a href=\"https:\/\/a3aengenharia.com.br\/solucoes\/gestao-e-governanca-de-engenharia\/indicadores-dashboards-relatorios-executivos-engenharia\/\">Engineering Indicators, Dashboards and Executive Reports<\/a><\/li><li><a href=\"https:\/\/a3aengenharia.com.br\/solucoes\/gestao-e-governanca-de-engenharia\/governanca-de-projetos-programas-e-portfolios\/\">Project, Program and Portfolio Governance<\/a><\/li><\/ul>\n\n<h4 class=\"wp-block-heading\">Related services<\/h4>\n\n<ul class=\"wp-block-list\"><li><a href=\"https:\/\/a3aengenharia.com.br\/servicos\/implementacao\/gestao-de-projetos\/\">Project Management: Schedule, Costs and Earned Value<\/a><\/li><li><a href=\"https:\/\/a3aengenharia.com.br\/servicos\/implementacao\/gerenciamento-de-projetos\/\">Engineering Project Management<\/a><\/li><li><a href=\"https:\/\/a3aengenharia.com.br\/servicos\/servicos-transversais\/consultoria-tecnica\/\">Technical Engineering Consulting<\/a><\/li><\/ul>\n\n<h4 class=\"wp-block-heading\">Main content on the topic<\/h4>\n\n<ul class=\"wp-block-list\"><li><a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/pmo-o-que-e-tipos-funcoes-escritorio-projetos\/\">PMO: what it is, types, functions and how to structure a Project Management Office<\/a><\/li><li><a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/dashboard-projetos-pmo-indicadores-decisao-executiva\/\">Project and PMO Dashboard: indicators, structure and executive decision-making<\/a><\/li><li><a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/project-controls-controle-projetos-engenharia\/\">Project Controls: planning and control of Engineering projects<\/a><\/li><\/ul>\n\n<h4 class=\"wp-block-heading\">Related technical content<\/h4>\n\n<ul class=\"wp-block-list\"><li><a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/gestao-valor-agregado-projetos-engenharia\/\">Earned Value Management in Engineering projects<\/a><\/li><li><a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/curva-s-projetos-engenharia\/\">S-Curve in Engineering projects<\/a><\/li><li><a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/gestao-beneficios-projetos-programas-engenharia-realizacao-valor\/\">Benefits Management in Engineering Projects and Programs<\/a><\/li><li><a href=\"https:\/\/a3aengenharia.com.br\/conteudo\/artigos-tecnicos\/gestao-riscos-projetos-engenharia\/\">Risk Management in Engineering projects<\/a><\/li><\/ul>\n<\/details>\n","protected":false},"excerpt":{"rendered":"<p>Learn how to structure PMO and portfolio KPIs to compare projects, consolidate exposure, capacity, benefits and performance, and support executive decisions.<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"template":"","meta":{"_a3a_global_related_solutions":[],"_a3a_global_related_services":[],"_a3a_global_related_materials":[],"_a3a_post_lang":"en-us","_a3a_translation_group_id":"558c30b7-85bb-428b-bf69-6ad8441fa681","_a3a_i18n_canonical_slug":"pmo-project-portfolio-kpis-executive-decision-indicators"},"categories":[],"segments":[],"mercados":[],"etapas":[],"class_list":["post-73425","articles","type-articles","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/articles\/73425","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/articles"}],"about":[{"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/types\/articles"}],"author":[{"embeddable":true,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/users\/1"}],"version-history":[{"count":3,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/articles\/73425\/revisions"}],"predecessor-version":[{"id":73428,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/articles\/73425\/revisions\/73428"}],"wp:attachment":[{"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/media?parent=73425"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/categories?post=73425"},{"taxonomy":"segments","embeddable":true,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/segments?post=73425"},{"taxonomy":"mercados","embeddable":true,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/mercados?post=73425"},{"taxonomy":"etapas","embeddable":true,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/etapas?post=73425"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}