Metrics_ How to Improve Key Business Results - Martin Klubeck [151]
Conclusion
I consider one of my first mentors in metrics, Erroll Shim, a giant of a man. I consider him a giant in his field, function point analysis and metric analysis. He taught me a great deal and he helped set me on the path that led to the development of much of what you've read here. His expertise was very impressive—he would accurately predict the complexity of a software change and estimated correctly the effort and time required (which were normally very different than our unit had estimated).
But, the problem was that his abilities were his own. They weren't transferrable. It was borne of years of experience. I wanted to develop a simplified method to provide the types of insights he produced independently, to anyone who needed it. These insights were at once more general in nature (they deal with metrics across the business spectrum) and specific in the methodology—building from a root question, using data, measures, information, and other metrics to tell a complete story.
I want you to develop meaningful metrics. I want you to be able to do so without obtaining a certificate in statistics, buying expensive tools, or spending months in training. I hope that this book has provided what you need to be productive in the development and implementation of metrics for your organization.
Index
A
Advanced metrics
consistency, 249
immature organization benefits
goals, 247
long-term projects handling, 248
measurement, 247
organizational improvement tool, 246
risky tools, 246
root question, 248
improvement process, 249
measuring, resolving time, 249
measuring,catalyst, 249
organizational development efforts, 245–246
process improvement efforts, 245
product/service health efforts, 244
program implementing, 248
resources, 250
Answer Key, 97, 243, 244
balanced and dashboard scorecard, 98
bonus material, 113
answers, categorization exercise, 116
business viewpoint, 115
categorizing root questions, 114
performance measures, 113
definition, 97
fifth tier, 111–112
first tier, 99
four tier, 105
future health, 110–111
information, 105
organizational health. See Organizational health
process health /efficiency. See Process health efficiency
product/service health/effectiveness, 106
fourth tier, 104
measures type, 112–113
metrics shortcut, 98
second tier, 99
return vs. investment, 100–101
state of the union, 101
third tier, 102
company effectiveness, 104
deliver, 103
future health organization, 103
human resources concern, 103
organization views, 102
return vs. investment, 103
service/product, 103
tiers, 102
tool, 97
B
Benchmarks
baseline establishment, 284–286
competitor performance, 286
competitor's availability, 287
consortium, 290
customer satisfaction data, 288
goal, 289
metrics, 284
network availability, 287
C
Common language, 1
clarification chain, 23
data, 6–7, 22
data-metric paradox, 17–18, 22
comprehensive metric, 19
metric design, 18, 20
metric redesign, 19
mid-course correction, 19
information, 9–10
measures, 7–8
metrics, 11, 12, 20–21
plain English, 1
root questions
analogy, 13
collectable components, 15
customer service desk, 15–17
data collection, 14
direction determination map, 13
focus and direction, 14
metric definition, 13
Three Little Pigs, 1–6
vocabulary, 1
D
Data collection, 42–44, 53
automated data, 45–46
human provision, 47–48
rules of thumb, 44
software and hardware, 46
surveys, 46
Development plan, 37, 40, 75, 181, 209
analysis phase, 70–72
analysis schedule, 69
automated system, 63
automated tools, 76
byproducts process, 79
collection process, 70
collection schedule, 69
consistency, guidance and direction, 66
customers, 67
data analysis, 77
data collection, 63
data owners, 183
data storage, 78
design and creation, 75