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Metrics and Coaching

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Metrics and Coaching

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Helping teams see and understand their process highlights areas that need improvement. This session shows how to make team data visible in ways that lead to improvement action and how to avoid the pitfalls and traps of managing by numbers. With examples of good and bad techniques for showing data and coaching teams, this session will help choose a path for helping teams develop an analytical angle to their technical skills.

Helping teams see and understand their process highlights areas that need improvement. This session shows how to make team data visible in ways that lead to improvement action and how to avoid the pitfalls and traps of managing by numbers. With examples of good and bad techniques for showing data and coaching teams, this session will help choose a path for helping teams develop an analytical angle to their technical skills.

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Metrics and Coaching

  1. 1. Julia Wester Improvement Coach at LeanKit @everydaykanban www.leankit.com Troy Magennis Consultant at Focused Objective @t_magennis FocusedObjective.com Metrics, Modeling & Coaching Helping teams see how to improve
  2. 2. Descriptive - statistics • Prepares and analyzes historical data • Answers “What happened?” and “Why?” Prescriptive – big human brains • Finds better ways to operate • Focuses on objectives, balances constraints • Answers “What outcomes do we want?” Predictive – big data • Predicts future probabilities & trends • Answers “What could happen?” Analytics are expensive Invest wisely
  3. 3. Avoid vanity metrics
  4. 4. System Uptime Avoid vanity metrics Challenge each metric by asking “So What?” Customer Outage Impact Ability to quickly respond to needs (MTTR, etc.) Business Value Delivered Customer Satisfaction # of Tickets closed Instead, measure Also measure
  5. 5. Don’t Measure Individuals Value Team Performance The Carmelo Anthony effect Individual < Team Story Source: Larry Maccherone
  6. 6. Shaming encourages gaming “If you measure me in an illogical way… do not complain about illogical behavior” – Goldratt
  7. 7. Shaming encourages gaming Measure team outcomes “Where there is fear, the figures will be wrong” - Deming
  8. 8. Don’t create a wobbly business Keep metrics balanced 8Source: Larry Maccherone
  9. 9. Don’t be afraid of trade-offs Trade some “best” to make others less “worse” 9
  10. 10. Better and with company trend Oops. Still good, but trending adversely Creeping up… Coaching advice Don’t solely focus on data points Monitor trends
  11. 11. Teams naturally sampled the dots and discussed improvements 11 Interaction invites exploration Make it beautiful
  12. 12. Trying to find groups of root cause, but not there yet, so just segmenting on text analysis Interaction invites exploration Go beyond the surface & explore root causes
  13. 13. Top 5 Takeaways Measure valuable outcomes, not individuals Actively monitor a set of balanced metrics Keep your metrics inventory small Monitor trends and expose trade-offs Provide beautiful interaction to engage big brains
  14. 14. Q&A We would like help with understanding What balance of metrics you use and why? What are your questions?
  15. 15. Thank you! Julia Wester Improvement Coach at LeanKit Twitter: @everydaykanban www.leankit.com Troy Magennis Consultant at Focused Objective Twitter: @t_magennis FocusedObjective.com

Editor's Notes

  • Troy introduces self

    Julia introduces self, kicks off talk

    Here to talk about using metrics to help teams improve.
  • TROY’s slide

    The value of coaching lies in defining, creating and interpreting prescriptive metrics and then translating those to action.
  • JULIA’s slide

    Vanity = easy, interesting ... not meaningful.

    Like the Picture: We fool ourselves that these can proxy for important information.

    To avoid vanity metrics, Ask yourself 2 questions...
  • JULIA’s slide

    * confuses activity with progress towards goals.
    * Treats all activity as equal
    Look @ what happens BECAUSE the tickets closed
    What value is delivered? Satisfaction derived?
    ============================
    Five 9's = holy grail.
    Varied definitions + Not all downtime created equal.
    Recovery >= Prevention
  • JULIA’s slide
    Whether for props or shame, rarely works out
    CARMELO (Larry)

    What you measure shows what you value.
    Do you care if Johnny is #1 or if the team is #1? Don't make people shoot for individual stats like carmelo.

    Visibly promote team performance over individual performance.
  • JULIA’s slide
    Metrics as weapons. aka Shaming
    Incentivizes people to avoid future shame by any means necessary.

    DASHBOARD - random number 10. "naughty list"

    Goldratt quote - last half of the famous quote "Tell me how you'll measure me and I'll tell you how I'll behave"

    Troy, what did people do as a result of that dashboard?
  • TROY’s slide

    What did people do as a result of that dashboard?

    Deming quote

    Reiterate team outcomes over individual performance
  • JULIA’s slide -
    restaurant table.

    Do It Fast: are we keeping page with the business?
    Do It Right: are people happy with our work
    Do It On Time: when we promise, do we deliver?
    Keep Doing It: can we do the other three at the same time, consistently - WHOLE > SUM OF PARTS

    ** coaching comes in when you want to change one without killing another.
  • TROY’s slide
  • TROY’s slide
  • TROY’s slide
  • TROY’s slide
  • JULIA’s slide

    Reiterate takeaways as on slide
  • JULIA’s slide

    Tell us now or on twitter what metrics you use and why!

    Questions?
  • ×