How could you take the hated project success metrics and turn them into meaningful leadership? - Introducing metric canvas in J. Boye Århus 16 1-3 November 2016.
Beyond the Codes_Repositioning towards sustainable development
Lean Project Leadership - Minimum Metrics
1. Lean Project Leadership –
Minimum Metrics
J. Boye Web & Intranet Conference
Århus
Karoliina Luoto · 3 November 2016
2. Karoliina Luoto + Codento
Consultant, coach
Agile lean project leadership
Valuable digital services
@totoroki
Change agent’s right hand
Software development
Methodology consulting
3. How are your project metrics?
Metrics maturity test
1. Do you have mutually agreed project metrics?
Criteria credits: Karoliina Luoto
2. Do your metrics measure aspects that feel meaningful to you?
3. Are your metrics easy to use?
6. Do your metrics measure project progress?
7. Do they track the efficiency of your processes?
8. Do they tell you whether the thing the project is making helps the customer?
9. Does using the metrics require contact with the customers?
10. Do your metrics measure whether you are learning constantly?
4. Do you check on the metrics regularly with the team?
5. Do you check on the metrics regularly with the decision makers?
4. My claim: Lean metrics can be
meaningful leadership
Photo: massdistraction, Flickr
5. Agile: Team develops things
towards a shared goal amid chan
Photo: Michael Potts, Flickr
10. Metric canvas – health care
example
Cancascredits:KaroliinaLuotoCCsharealike
Why - Market
share / impact
Who - Customer
research
What - Would they
recommend the
solution to a friend?
Q1 5 Q2 7 Q3 6 New issues to solve
Market share:
Q114 Q2 16 Q3 17 %
Less sick leaves:
Q1 4 Q2 7 Q3 6 %
Yes:
Q1 89 Q2 87 Q3 91 %
Progress in
implementing value
Last done Q3/2015
How – Process
times
Appt booking -7 min
Diagnose –2 h 36 min
Learning
11. Why - Market
share / impact
Market share / impact
Market share:
Q114 Q2 16 Q3 17 %
Less sick leaves:
Q1 4 Q2 7 Q3 6 %
What is your market
share? How has it
evolved over time?
What is the main
impact
you are going for? How
is it changing?
12. Photo: Blue Coat Photos, Flick
Why market share or impact?
Today’s wow is tomorrow’s duh
13. Cancascredits:KaroliinaLuotoCCsharealike
Why - Market
share / impact
Who - Customer
research
What - Would they
recommend the
solution to a friend?
Q1 5 Q2 7 Q3 6 New issues to solve
Market share:
Q114 Q2 16 Q3 17 %
Less sick leaves:
Q1 4 Q2 7 Q3 6 %
Yes:
Q1 89 Q2 87 Q3 91 %
Progress in
implementing value
Last done Q3/2015
How – Process
times
Appt booking -7 min
Diagnose –2 h 36 min
Learning
Metric canvas – health care
example
14. Customer research
Important: do actual
research even though
you think you know
your customer
Who - Customer
research
Last done Q3/2015
Methods vary,
will matters
16. Cancascredits:KaroliinaLuotoCCsharealike
Why - Market
share / impact
Who - Customer
research
What - Would they
recommend the
solution to a friend?
Q1 5 Q2 7 Q3 6 New issues to solve
Market share:
Q114 Q2 16 Q3 17 %
Less sick leaves:
Q1 4 Q2 7 Q3 6 %
Yes:
Q1 89 Q2 87 Q3 91 %
Progress in
implementing value
Last done Q3/2015
How – Process
times
Appt booking -7 min
Diagnose –2 h 36 min
Learning
Metric canvas – health care
example
17. Is this the thing for them?
If the number grows,
you are doing well –
If not, you need to
find out what the
customers need
instead
What - Would
they recommend
it to a friend?
Yes:
Q1 89 Q2 87 Q3 91 %
18. Photo: Drew Leavy, Flickr
Why to seek for feedback?
To get unfair advantadge
19. Cancascredits:KaroliinaLuotoCCsharealike
Why - Market
share / impact
Who - Customer
research
What - Would they
recommend the
solution to a friend?
Q1 5 Q2 7 Q3 6 New issues to solve
Market share:
Q114 Q2 16 Q3 17 %
Less sick leaves:
Q1 4 Q2 7 Q3 6 %
Yes:
Q1 89 Q2 87 Q3 91 %
Progress in
implementing value
Last done Q3/2015
How – Process
times
Appt booking -7 min
Diagnose –2 h 36 min
Learning
Metric canvas – health care
example
20. Process times
Take the key customer
process times and see
how you could get them
smaller – your experts
will know
How – Process
times
Appt booking -7 min
Diagnose –2 h 36 min
22. Cancascredits:KaroliinaLuotoCCsharealike
Why - Market
share / impact
Who - Customer
research
What - Would they
recommend the
solution to a friend?
Q1 5 Q2 7 Q3 6 New issues to solve
Market share:
Q114 Q2 16 Q3 17 %
Less sick leaves:
Q1 4 Q2 7 Q3 6 %
Yes:
Q1 89 Q2 87 Q3 91 %
Progress in
implementing value
Last done Q3/2015
How – Process
times
Appt booking -7 min
Diagnose –2 h 36 min
Learning
Metric canvas – health care
example
23. Progress
Track the progress
based on customer
value – not based on
the amount of
implemented features
Progress in
implementing value
24. Photo: niko si , Flickr
Why progress in value?
Features don’t matter
25. Cancascredits:KaroliinaLuotoCCsharealike
Why - Market
share / impact
Who - Customer
research
What - Would they
recommend the
solution to a friend?
Q1 5 Q2 7 Q3 6 New issues to solve
Market share:
Q114 Q2 16 Q3 17 %
Less sick leaves:
Q1 4 Q2 7 Q3 6 %
Yes:
Q1 89 Q2 87 Q3 91 %
Progress in
implementing value
Last done Q3/2015
How – Process
times
Appt booking -7 min
Diagnose –2 h 36 min
Learning
Metric canvas – health care
example
26. Learning and constant development
See that learning stays
being about constant
improvement – not
about polishing
Q1 5 Q2 7 Q3 6 New issues to solve
Learning
29. Great perils of measuring
Metrics are too complicated
Hence, people don’t use them
They let you live in your own world
Without talking to your customer
They get forgotten in the everyday life
And so they don’t have a guiding effect
They focus on progress and efficiency
Not on value of outcome or effect
They measure irrelevant things
And you get what you measure
30. So how to fix it?
The minimum metrics can lead to real lean leadership
if you:
Measure the actual customer impact
Truth hurts but it’s good for you
Change them when they start to feel easy
The world might be changing already
Reward stopping the line because of a problem
Change is painful but you can’t survive without it
Follow the metrics together, regularly
Both the teams and the big bosses involved
Keep It Simple
Fix one metric at a time
