This document discusses key performance indicators (KPIs), objectives and key results (OKRs), and metrics. It provides definitions and principles for developing effective KPIs and OKRs, including that they should measure customer or user behavior, focus on outcomes rather than outputs, and influence positive behavior. The document also emphasizes keeping metrics simple, agreed upon, and limited in number. Tips are provided such as looking at measures end-to-end and making people feel safe creating their own measures.

1. KPI OKR OMTRTA
Metrics are good, bad, great reflections
20/09/2022
©DanielBreston Limited 2022

2. The challenges have not changed over 50 years

3. The 2nd MOST important word
©DanielBreston Limited 2020
Custom:
Made to order by request
Customer
Request fulfilled because they asked
I had to learn how to SPEAK
Customer
We solve their problems

4. The MOST important word
Staff

5. All about Behaviour
“Tell me how you measure
me,
and I will tell you how I will
behave”
Eliyahu M. Goldratt
”Don’t measure me on cost
or traditional IT metrics,
but on the metrics of the
business
Jim Fowler, former CIO, GE Capital

6. My definition of KPI/OKR
• Assess our performance against a baseline or
expectation
• Immediately spot issues, problems or waste
• Take corrective action or escalate for
assistance/direction
• Lets us continuously improve
• Influence behaviour of customers/users
• Direction set by management (strategy) and the
measure is set by the team (tactical)
Steve Bell” of LeanIT Strategies:
“A useful metric that makes the invisible visible”
• Clear definition
• Uniform way of calculation
• Quality, Safety, Satisfaction, Effort (Sustainability)
• Roles & responsibilities
• Elicit a response
• Limit the number
• Make them agreed
• Teams set the measure that will be KEY to them to
create the Results or Performance Behaviour

7. Key Results
Key results are always metrics, always measure customer/user behaviour and
should, in most cases, be ratios or rates rather than absolute numbers.
Objectives do not state the solution or the tool, but the goal
Answers the questions:
• Why are we doing this? (Act as inspiration for the team and organisation)
• What do we expect the impact will be on/for our customers or staff?
• How will we know as leaders?
• How will you know as the involved team?

8. Catchball – Metrics – Alignment
From Lean IT
with permission from Steve Bell
From Lean Enterprise
with permission from Jez Humble

9. They measure the same thing!
Copyright Axelos Limited 2019.
Reproduced under license from Axelos.
All Rights Reserved.
Technology helping people do things better,
faster, safer and with more satisfaction!

10. This how to derive your measures!
Business Problem Statements Template
{Our service/product/process} was designed to achieve {these goals}.
We have observed that the service/product/process isn’t meeting
{these goals} which is causing {this adverse effect} business issue to
our business.
How might we improve {service/product/process} so that our
customers are more successful as determined by {these measurable
criteria}?
Jeff Gothelf

11. One KPI/OKR to rule them all

12. Wrapping it up

13. What did I Learn or discover?
What can I use in day to day work?
What Actions are we going to take starting
today?
Transparent Leadership
Thanks to Paul Wilkinson of Gamingworks

14. Tips
• Keep it Simple and SMART
• Data easily collected and collated
• Acts as a forecast or rough guide
• Measure the outcome not the output to the customer or of the team
• Keep checking that you are monitoring and alerting on the right things
• Keep changing the measure based on feedback, but no longer than annually
• Look end-to-end as one measure may impact another
• Make it safe for the people involved to create their measure
• Books: Sonja Mewes & Natlija Hellesoe’s OKRs At the Center and Christina Wodtke’s Radical Focus.
• Blogs: anything by Jeff Gothelf

15. Sustainability is your KPI/OKR of the future!
@Sustainable Conferencing initiative

16. ©DanielBreston Limited 2022
Retiring but still MAY be willing to
• Virtual Workshops
• Writer: ghost and my own
• Speaker: conferences, webinars,
management meetings or townhalls
50+ years
• Internationally experienced IT director &
consultant
• Contributor to frameworks SIAM, DevOps,
LeanIT, ITIL3 & 4, BCM, VeriSM
• Fellow British Computer Society
• Fellow Professional Service Management
• Board member itSMF UK
• Top 25 ITSM 2019
Daniel Breston
Thank you!