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LKCE18 Nicolas Brown - Coaching in a data-driven world

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Welcome to the data-driven world.

39% of executives say their companies are already highly data-driven, but mentioning data can often result in concerned faces. Why is this? Is it the toxic nature that 'metrics' have become synonymous with or is it because we view using data as a dangerous flirtation with placing more value in tools and processes?

This session will showcase how you can bring to life the scientific method in your coaching arsenal. I will share stories of data-based coaching in PwC and how we leverage it to have open, transparent conversations and more informed decision making.

Published in: Leadership & Management
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LKCE18 Nicolas Brown - Coaching in a data-driven world

  1. 1. Nicolas Brown, Agile Lead nicolas.brown@pwc.com @nbrown02 #LKCE18 Coaching in a data-driven world
  2. 2. TLDR; Stop using metrics as targets. Use metrics as a coaching aid to inform, to have safe conversations, open questions and model curiosity.
  3. 3. The growth in metric obsession @nbrown02 #LKCE18
  4. 4. Which of the following best describes decision- making in your organisation? 8%Rarely data-driven Somewhat data-driven Highly data-driven 53% 39% PwC's Global Data and Analytics Survey: Big Decisions TM. Base: 2,106 senior executives @nbrown02 #LKCE18
  5. 5. “When a measure becomes a target, it ceases to be a good measure” - Charles Goodhart
  6. 6. Commissioner Ervin Burrell Deputy Commissioner Bill Rawls
  7. 7. Police Majors & Lieutenants
  8. 8. No more murders. You will reduce the felony rate by 5% or more or…. let no man come back alive
  9. 9. Anyone of you who can’t bring in the numbers we need will be replaced by someone who can!
  10. 10. Major Bunny Colvin
  11. 11. “Hamsterdam”
  12. 12. We’ve had a 14% drop in felony rate over the last 4 weeks
  13. 13. Ah yes, now I am happy. You won’t mind if I check your numbers will you?
  14. 14. The tyranny of metrics ● Penalizing hospitals based on the percentage of patients who fail to survive for thirty days beyond surgery Patients sometimes kept alive for thirty-one days, so that their mortality is not reflected in the hospitals metrics ● The National Health Service (NHS) decided that wait times were too long for patients to enter emergency wards, moving to evaluating hospitals based on what extent patients were admitted within four hours Some hospitals responded by keeping incoming patients in queues of ambulances outside the hospital doors, until staff were confident that the patient could be seen within the allotted four hours of being admitted ● No Child Left Behind (NCLB) legislation measured students grades 3-8 each year in math, reading and science. Aiming to bring all students to academic proficiency whilst penalising and sanctioning schools where students did not progress Teachers diverted class time to teaching the subjects tested, neglecting other subjects as well as reclassifying weaker students as disabled (thus removing them from the assessment pool), altering results, reducing test difficulty or lowering the grades needed to pass them @nbrown02 #LKCE18
  15. 15. The tyranny of velocity? @nbrown02 #LKCE18
  16. 16. The tyranny of velocity? @nbrown02 #LKCE18
  17. 17. The tyranny of velocity? @nbrown02 #LKCE18
  18. 18. The tyranny of velocity? @nbrown02 #LKCE18
  19. 19. Police Majors & Lieutenants Agile Project Managers/ Scrum Masters
  20. 20. You asked to improve velocity and I have delivered. We are now Agile.
  21. 21. We are so friggin Agile...
  22. 22. So long as I have increased velocity, none of this will matter Hamsterdam Technical Debt
  23. 23. Two-thirds of the population are visual-spatial learners
  24. 24. Agile experience in relation to hair Date 2017 2018201620152014 ? Volume ? 2013 @nbrown02 #LKCE18 2019
  25. 25. @nbrown02 #LKCE18 Our Agile roots... Transparency Inspection Adaptation Scrum
  26. 26. Data-based coaching uses data visualisation as a basis for safe conversations and open questions, as well as facilitating more informed, transparent decision making whilst staying true to our Agile roots... @nbrown02 #LKCE18
  27. 27. Coaching in a data-driven world Descriptive reporting @nbrown02 #LKCE18
  28. 28. Stop starting, start finishing What is happening? @nbrown02 #LKCE18
  29. 29. Data-based retrospectives Let’s take anything above 10 days - what happened? -Better BDD needed - Work as a team when it’s not working - Too long for PO feedback (20 days!) - Better DoR check needed as was not met PO Feedback Data not available (improve DoR) Rework due to tech debt - Better DoR check needed - Flowed quickly once sat with the SME Delayed due to lack of clarity on deployment Data not available (improve DoR) @nbrown02 #LKCE18
  30. 30. Data-based retrospectives What practices could these relate to? -Better BDD needed - Work as a team when it’s not working - Too long for PO feedback (20 days!) - Better DoR check needed as was not met PO Feedback Data not available (improve DoR) Rework due to tech debt - Better DoR check needed - Flowed quickly once sat with the SME Delayed due to lack of clarity on deployment Data not available (improve DoR) @nbrown02 #LKCE18
  31. 31. Data-based retrospectives Feedback loops Customer collaboration Make process policies explicit Make process policies explicit Feedback loops Customer collaboration Feedback loops Make process policies explicit Make process policies explicit Feedback loops Feedback loops @nbrown02 #LKCE18 What practices could these relate to?
  32. 32. Coaching in a data-driven world Descriptive reporting Questions What happened? What is happening? Visuals Diagnostic discover & explore - WIP Items per Week - Scatter Plot - Net flow per week @nbrown02 #LKCE18
  33. 33. Story Point Correlation What happened here? #NoEstimates? Our iterations are 3 weeks long - why could this be happening? @nbrown02 #LKCE18
  34. 34. The best so far! @nbrown02 #LKCE18
  35. 35. Stuck Work @nbrown02 #LKCE18 Where is the problem? What are the trends? Why is it happening?
  36. 36. Coaching in a data-driven world Descriptive reporting Questions Where is the problem? Why is it happening? What are the trends? What happened? What is happening? Visuals Diagnostic discover & explore Predictive forecast - WIP Items per Week - Scatter Plot - Net flow per week - Estimate Correlation - Stuck Work - Cumulative Flow (CFD) @nbrown02 #LKCE18
  37. 37. Landing Zone What is likely to happen? What options are there? @nbrown02 #LKCE18
  38. 38. Potentially Deliverable Scope (PDS) What options are there? What is likely to happen? @nbrown02 #LKCE18
  39. 39. Coaching in a data-driven world Descriptive reporting Questions Where is the problem? Why is it happening? What are the trends? What happened? What is happening? Visuals Diagnostic discover & explore Predictive forecast Prescriptive anticipative - WIP Items per Week - Scatter Plot - Net flow per week - Estimate Correlation - Stuck Work - Cumulative Flow (CFD) - PDS - Landing Zone (Burn-up) - Throughput Forecaster What is likely to happen? What options are there?
  40. 40. WIP by person @nbrown02 #LKCE18 What should I do?
  41. 41. Stale Work @nbrown02 #LKCE18 What is the next best action?
  42. 42. Coaching in a data-driven world Descriptive reporting Questions Where is the problem? Why is it happening? What are the trends? What happened? What is happening? Visuals What should I do? What is the next best action? Diagnostic discover & explore Predictive forecast Prescriptive anticipative - WIP Items per Week - Scatter Plot - Net flow per week - Estimate Correlation - Stuck Work - Cumulative Flow (CFD) - Stale Work - WIP by Person - Aged WIP - PDS - Landing Zone (Burn-up) - Throughput Forecaster What is likely to happen? What options are there? @nbrown02 #LKCE18
  43. 43. Further reading ● Making Work Visible - tiny.cc/workvisible ● Focused Objective - bit.ly/SimResources ● Actionable Agile Metrics for Predictability - tiny.cc/danvac ● The Tyranny of Metrics - tiny.cc/tyranny ● Goodhart, Charles (1981). "Problems of Monetary Management: The U.K. Experience" ● PwC's Global Data and Analytics Survey 2016 @nbrown02 #LKCE18
  44. 44. Thank you © 2018 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. Nicolas Brown, Agile Lead nicolas.brown@pwc.com @nbrown02 #LKCE18

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