Metrics and Coaching

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. 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. Avoid vanity metrics
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. Don’t Measure Individuals Value Team Performance The Carmelo Anthony effect Individual < Team Story Source: Larry Maccherone
6. Shaming encourages gaming “If you measure me in an illogical way… do not complain about illogical behavior” – Goldratt
7. Shaming encourages gaming Measure team outcomes “Where there is fear, the figures will be wrong” - Deming
8. Don’t create a wobbly business Keep metrics balanced 8Source: Larry Maccherone
9. Don’t be afraid of trade-offs Trade some “best” to make others less “worse” 9
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. Teams naturally sampled the dots and discussed improvements 11 Interaction invites exploration Make it beautiful
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. 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. Q&A We would like help with understanding What balance of metrics you use and why? What are your questions?
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

JULIA’s slide

Reiterate takeaways as on slide

JULIA’s slide

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

Questions?

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Metrics and Coaching

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